ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: OFFICE OF INSTRUCTION
NAME OF PERSON SUBMITTING THIS REVIEW: Derek Lerch
DATE OF SUBMISSION: Oct. 30, 2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Summary of Progress:
Maintain the new website and develop marketing 
Office of Instruction staff have
strategies to attract new students.
completed the transition of relevant information
and resources to the new website. The OOI has
also worked with the recruiters and advisors to
refine the website layout and to present
information to prospective students in a clear
and engaging manner.
Objective 2:
Provide sufficient funding to schedule classes
that provide potential for the college to meet its
enrollment targets and to provide sufficient
breadth to promote student engagement and
exploration.
Summary of Progress:

Board of Trustees adjusted the associate
faculty budget (1315) and relevant instructional
service agreements by the state-mandated COLA
in order to keep class offerings whole.

As described below, the addition of
programs like the bachelor’s of science in
Agriculture and the sand volleyball team have
added ongoing and unaccounted costs that need
to be addressed in order to have the potential to
realize enrollment growth for the college.
Objective 3:
Develop distance education degrees and provide
support to improve quality of distance offerings.
Summary of Progress:

DE Director created a new DE
handbook in summer 2014 to clarify online
course requirements and to provide teachers
with instructions on how to manage online
classes.

DE Director and CIO submitted
proposal to join the California Virtual Campus
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pilot program, this proposal was not selected by
the Chancellor’s Office for participation.

DE Director is currently working on
developing a Substantive Change Proposal for
the ACCJC related to DE degrees. This
proposal will be submitted in spring 2016.
Objective 4:
Implement curriculum-management system.
Summary of Progress:

CIO and CSSO negotiated and executed
a contract with Governet/CurricUNET to
implement the CurricUNET curriculum
management software and to build a student
advising module to allow for more accessible
student-driven advising. As of October 2015, all
of the course content has been added to the
CurricUNET database and the system is nearly
“live.” As the next phase, Office of Instruction
staff will verify the accuracy of course
information in the database and then build
program information.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1:
Complete implementation of CurricUNET.
Summary of Progress:

As of October 2015, all of the course
content has been added to the CurricUNET
database and the system is nearly “live.” As the
next phase, Office of Instruction staff will verify
the accuracy of course information in the
database and then build program information.
Objective 2:
Provide sufficient funding to schedule classes
that provide potential for the college to meet its
enrollment targets and to provide sufficient
breadth to promote student engagement and
exploration.
Summary of Progress:

Board of Trustees adjusted the associate
faculty budget (1315) and relevant instructional
service agreements by the state-mandated COLA
in order to keep class offerings whole.
Objective 3:
Develop distance education degrees and provide
support to improve quality of distance offerings.
Summary of Progress:

DE Director is currently working on
developing a Substantive Change Proposal for
the ACCJC related to DE degrees. This
proposal will be submitted in spring 2016.
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Objective 4:
Implement Scantron system for course
evaluations from students to provide
summarized student feedback to evaluation
panels.
Summary of Progress:

Through Lottery funding, the Office of
Instruction purchased a Scantron machine which
was installed by the Information Services
Department.

Student evaluations were distributed on
Scantron forms during the fall 2015 semester,
Office of Instruction staff developed a scanning
procedure to provide summarized statistics on
student feedback to evaluation panels.
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2015-16)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in the prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
Finalize implementation of CurricUNET,
especially as it relates to the student advising
module.
Connection to results from assessment of
student learning and/or other plans:
Identified as a long-standing issue in OOI APRs
and in accreditation documents. In line with
SSSP and student services goals on encouraging
the development of student education plans.
Action Plan (include who is responsible):
 CurricUNET is expected to be active by
spring 2016, this will be followed by
training activities first for members of
the Curriculum Committee and then for
faculty as a whole. Also, the Curriculum
Handbook will be updated to guide users
through the new curriculum-approval
process.
 As a secondary project, the CIO will
work with the Advising Task Force to
develop and implement the student
advising modeule
Resources/Budget Needed:
Costs associated with program startup have been
covered through a partnership with the Student
Services Office.
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Objective 2:
Augment budget to provide stable funding for
fall and spring semesters and afford the college
the opportunity to realize enrollment growth.
Connection to results from assessment of
student learning and/or other plans:
This request addresses a need to stabilize and
provide better predictability for instructional
summer offerings. I believe this
request meets criteria established in the APR
CAM as follows:
 Uncontrollable: not a mandated cost, but
one that will benefit our students and
provide the potential for enrollment
growth for the college.
 Safety: safety implications are likely
indirect.
 Student attraction: both the bachelor’s of
science in agriculture and the sand
volleyball program have been initiated in
part due to their enrollment potential.
Providing funding for these programs is
instrumental in fulfilling their ability to
attract new students to the college
without sacrificing current offerings.
 Student success and retention: allowing
students to plan their education around
core offerings in the summer sessions
may allow them to better space and plan
their coursework.
 Relation to student learning: maintaining
the instructional budget at a level
sufficient to support new courses that
carry enrollment potential without
sacrificing current offerings is necessary
to provide new learning opportunities
while supporting existing key offerings.
 Support for employees to be effective:
will allow program faculty to schedule
and offer key courses and will allow
students to participate in these new
programs.
Action Plan (include who is responsible):
The addition of curricular programs such as the
bachelor’s of science in Agriculture and Ranch
management and the sand volleyball courses
have added an increased burden to the Office of
Instruction budget. Here, funding is requested
to ensure that these new programs that have the
potential to create enrollment growth can be
offered without sacrificing current offerings.
Resources/Budget Needed:
The estimated impact of these programs is as
follows:
 B.S. in Ag: approximately 50 units of
upper-division and related coursework
will be taught annually. Approximately
half of this load will be taught by existing
full-time faculty within the department.
This leaves an unmet need of
approximately 25 lecture-hour
equivalents (LHEs) that will require
$32,940 in direct associate faculty costs
(1100-20120-1315) and $4280 in indirect
fringe costs (1100-20120-3000).
 Sand Volleyball: intercollegiate classes
are taught concurrently but additional
sections of weights, conditioning, and
supervised tutorial represent an increase
of $8850 in direct associate faculty costs
(1100-20120-1315) and $1150 in indirect
fringe costs (1100-20120-3000).
 The sum of the above-mentioned costs is
$41,790 (1100-20120-1315) and $5430
(1100-20120-3000).
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
Feasibility: perfectly feasible.
Objective 3:
Establish stipend for coordinator of Nutrition
and Culinary Arts (NCA program).
Action Plan (include who is responsible):
CIO will work with NCA faculty to identify a
coordinator for the NCA program.
Connection to results from assessment of
Resources/Budget Needed:
student learning and/or other plans:
$4000 in 1100-20120-1240
This request addresses a need within the NCA
$600 in 1100-20120-3000.
program to provide leadership to better control
curriculum development, course scheduling, and
equipment and supply ordering. I believe this
request meets the criteria established in the APR
CAM as follows:
 Uncontrollable: not a mandated cost, but
one that is fundamentally important to
our school's health.
 Safety: this request will allow a program
coordinator to better manage equipment
and supply needs.
 Student attraction: more relevant
curriculum and a better-equipped kitchen
will help attract more students to the
program.
 Student success and retention: this
request has implications for student
success by providing more relevant
degree and certificate options, improved
course scheduling, and improved
instructional equipment.
 Relation to student learning: see above.
 Support for employees to be effective:
this solves an issue within NCA where
associate faculty have been burdened
with program management with no
compensation.
 Feasibility: perfectly feasible, stipends
exist in several areas on campus.
Objective 4:
Establish travel budget to support recruiting
efforts for NCA program.
Action Plan (include who is responsible):
CIO will work with NCA faculty to identify a
potential recruiting trips for the NCA program.
Connection to results from assessment of
student learning and/or other plans:
This request addresses a need to build stronger
enrollment within the NCA program by allowing
faculty to travel to high schools to recruit
Resources/Budget Needed:
$1500 in 1100-20120-5100.
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students. I believe this request meets the criteria
established in the APR CAM as follows:
 Uncontrollable: not a mandated cost, but
one that is fundamentally important to
this program’s health.
 Safety: no direct implications.
 Student attraction: increased recruitment
activities should improve program
numbers.
 Student success and retention: increased
program numbers will allow the program
to more effectively teach elective classes
that have often been cancelled due to
low enrollment and will also provide
stronger justification for college support
of the program.
 Relation to student learning: see above.
 Support for employees to be effective:
improved program number will allow
faculty to teach a broader range of
courses required for the major.
 Feasibility: perfectly feasible.
Objective 5:
Augment budget to provide stable funding for
summer session.
Connection to results from assessment of
student learning and/or other plans:
This request addresses a need to stabilize and
provide better predictability for instructional
summer offerings. I believe this
request meets criteria established in the APR
CAM as follows:
 Uncontrollable: not a mandated cost, but
one that will benefit our students.
 Safety: safety implications are likely
indirect.
 Student attraction: predictable summer
offerings could attract local and regional
students looking to further their ongoing
coursework with FRC or to supplement
their coursework with other schools.
 Student success and retention: allowing
students to plan their education around
core offerings in the summer sessions
may allow them to better space and plan
their coursework.
Action Plan (include who is responsible):
CIO will develop more regular summer offerings
to help students better plan their educational
path.
Resources/Budget Needed:
$69,800 in 1100-20120-1315
$9770 in 1100-20120-3000
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


Relation to student learning: stability in
summer offerings will provide
opportunities for students to reduce their
course load during primary terms when
necessary, or afford them the chance to
make up failed classes without slowing
their academic progress.
Support for employees to be effective:
may help advisors create more realistic
education plans for students.
Feasibility: perfectly feasible.
Objective 6:
Develop distance education degrees and provide
support to improve quality of distance offerings.
Connection to results from assessment of
student learning and/or other plans:
This objective will allow FRC to better serve
local and regional students. Providing DE
degrees will also allow the college to serve more
students without having to recruit those students
to FRC physically or provide housing for them.
This request ties to the CAM criteria as follows:
Action Plan (include who is responsible):
 With approval from ACCJC to offer DE
degrees, plan and market degree options
to online students. Marketing of DE
courses and programs will initially be
combined with the overall web
marketing strategy included in the
website/marketing support budget.
(Lerch, Presnell, COI)
 Support the ongoing use of Moodle as
the learning management system and
provide technical support to improve
Moodle functionality and other support
services associated with FRC’s switch to
the Canvas platform. Moodle has been
paid for out of restricted Lottery funds
since its implementation. This ongoing,
modest cost should be moved into the
General Fund to allow Lottery money to
cover necessary, unfunded and generally
one-time, purchases of instructional
materials. Although this isn't a new
initiative for FRC, the use of a learning
management system is a mandatory cost
for both online and in-person courses.
(Presnell, Lerch)
Resources/Budget Needed:
$2400 in 1100-20120-5050 for annual hosting,
software licensing.
$1500 in 1100-20120-4310 for new plug-ins for
Moodle/Canvas to improve effectiveness of the
learning management system.
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






Uncontrollable: not a mandated cost, but
one that could provide enrollment
stability for the school.
Safety: no direct impact.
Student attraction: done well, the
presence of DE degrees has significant
enrollment potential for FRC.
Student success and retention: both for
online students, and for our face-to-face
students as well, Moodle has become an
increasingly important part of content
delivery at FRC. For reference: since
January 2013, FRC's Moodle site has had
1469 registered users and 176 active
course areas. In the course of the day,
students and instructors access Moodle
between 3000-5000 times.
Relation to student learning: Moodle has
become part of the backbone of
instruction at FRC. Making course
resources, grading status, and
assignments available to students outside
of normal class meetings has allowed for
new, alternative delivery modes and has
given many students improved access.
Support for employees to be effective:
this objective provides support for
instructors to effectively use alternative
methods of delivering content and
maintaining contact with students. It also
provides access to useful tools such as
the Turnitin plugin and the Moodle
grading resources.
Feasibility: Moodle has already been in
use at FRC for several years. This request
provides ongoing support for Moodle
from the general fund and enhances the
tools available for instructors who use
Moodle.
Objective 7:
Purchase color and duplex-capable printer for
Office of Instruction.
(HP LaserJet Pro 400 Wireless Color Laser
Printer, M451DW)
Connection to results from assessment of
student learning and/or other plans:
Action Plan (include who is responsible):
 Purchase printer, this printer specs have
been discussed with IT and we have the
capacity to install and support this
hardware.
Resources/Budget Needed:
$550 in 1100-20120-4325
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This request addresses a need to have student
evaluation results printed in color. These are
confidential documents that cannot be sent to
the Printing Center for printing. We also need a
printer that prints back-to-back in order to save
on the usage of paper.
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
Example: Staff training
on effective written
communication
Example: 1 new
clerical staff member
Resource Type
Professional
Development
Additional Staff
Rationale ( include connection to other plans):
See current year objective 2
See next year objective 3
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
1. Describe the current status of the Program/Depart/Service Area.
Similar to other areas of campus, staffing cuts in the Office of Instruction have continued to
highlight limitations in this office’s productivity and accuracy. Compared with other small colleges,
FRC's Office of Instruction operates with minimal staff. As additional workload has been absorbed
by Jaquez, Hughes, and Presnell, keeping pace with ongoing tasks has been difficult. There are two
approaches that can remedy this situation: (1) adding more staffing resources, or (2) implementing
procedural improvements that make office processes more efficient. Our strategy has been to pursue
the second option since this has the potential to improve the situation in a cost effective manner.
This has included identifying and securing website services from an external vendor to alleviate
many of the management tasks that have usurped the Webmaster's time and implementing a
curriculum-management system (CurricUNET) that allows the Office of Instruction to work more
effectively with faculty, the Chancellor's Office, ASSIST, and C-ID to develop and manage the
college's curriculum.
2. Explain significant issues and/or changes that have occurred since the last comprehensive review.
Overall enrollment, as well as the balance between resident and non-resident students, will continue
to be a major issue for the Office of Instruction and for the college as a whole. In the last two years,
the enrollment potential of the class schedule has remained steady, as has the overall enrollment for
the college. Despite this, the reportable resident FTES has declined due to the loss of Good
Neighbor and tightened residency requirements. In response, the Office of Instruction has
39
developed additional instructional service agreements (ISAs) with the Chester Community Chorus
and the U.S. Forest Service to provide local educational and work-training opportunities.
Additionally, the Office of Instruction is working to establish a stronger marketing presence in and
around the website to stabilize resident enrollment.
3. Briefly explain significant changes expected during the upcoming year.
• The Office of Instruction is working with faculty leaders to develop additional curricular
offerings in the coming year. These include the bachelor's degree in Equine and Ranch
Management, transfer degrees in Elementary Teacher Education and Mathematics, and local
degrees that parallel some of the already-adopted transfer degrees.
• The Office of Instruction is currently working on implementing CurricUNET. It is hoped
that CurricUNET will be active in spring 2016, with the development of the new advising
module following immediately.
APPENDIX
Attach supporting documents as appropriate.
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ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: AGRICULTURE DEPARTMENT
NAME OF PERSON SUBMITTING THIS REVIEW: Russell Reid
DATE OF SUBMISSION: 10/30/15
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Provide an updated safe/secure instructional
environment for students, staff, and livestock
Summary of Progress:
 Developed and enacted “Biosecurity Plan” to reduce




incidence of disease in the resident and boarder
horse populations by meeting with UC Davis disease
specialist, animal industry professionals.
Developed an online safety quiz for all students
enrolled in Equine Studies courses to complete.
Met with Keenan advisor and followed
recommendations such as safety training for student
employees, drop top bails from hay barn, re-evaluate
and post Equine Facility rules and regulations.
Address unsafe facility and practice concerns by
continuing to meet with staff and student weekly
with a standing agenda item for safety.
Addressed rodent problem by acquiring a cat to
prevent spread of disease such as Hanta virus and
destruction of FRC property
Objective 2:
Summary of Progress:
Continue to develop curriculum and teaching
methodologies to improve instructional
outcomes.
 Submitted new courses to Curriculum
Committee to help develop Bachelor Degree
Curriculum, Agriculture courses such as Beef
Science, Plant Science, and Ag Economics, and
to develop Horse Show courses
 Professional memberships with CATA and
UFRWG
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 Professional development opportunities
including Red Bluff Bull and Gelding Sale,
Snaffle Bit Futurity, National Finals Rodeo, and
local conferences.
 Organized student trips to Bar Ale Feed Mill,
Snaffle Bit Futurity, and local horse shows.
Objective 3:
Summary of Progress:
Develop and provide improved facilities,
equipment and supplies.
 Finished construction of a new Veterinary/
Mare Care Barn.
 Finished construction of a new Agriculture
Meeting Room.
 Purchased new riding equipment, arena sand,
first aid supplies through Lottery funds.
 Purchased new bucking chutes and lead ups.
 With limited financial resources, we are
focusing our efforts on maintaining what we
currently have by repairing stalls, maintaining
arenas, improving water drainage in dry-lots.
 Safety is an important factor in this
department so the remaining resources have
been to maintain horse health and
preventative care, replace broken supplies,
repair tractor grooming tool, and keep the
arenas in the best, safest condition possible.
 With limited resources, we are focusing on
maintenance and repair when we should be
thinking about replacing some of these with
new items.
Objective 4:
Summary of Progress:
Continue to develop the Agriculture Department  Developing a Bachelor of Science Degree in
that will be nationally recognized for its
Equine and Ranch Management
academic, vocational and student success.
 We continue to develop and modify our
Agriculture curriculum to improve our
instructional outcomes.
 Track graduates who are transferring to other
institutions to complete Bachelor degrees or
entering the workforce as competent
professionals.
42
 Working in conjunction with Colorado State
University to establish an Agricultural
Business Bachelor degree.
 The rodeo team is ranked nationally with the
men’s team currently 1st
 Continue to provide students with
opportunities to work with top horse trainers
by inviting top horse trainers to visit campus,
traveling with students to their facilities, and
by facilitating internship opportunities.
 Encourage students to network at large equine
industry events such as the National Reined
Cow Horse Association Snaffle Bit Futurity
by arranging unique volunteer opportunities.
 Keep in touch with alumni and hold special
alumni reunion during the Rodeo Banquet
Objective 5:
Continue to encourage distinguished equine
industry practitioners (horse trainers, industry
leaders, guest speakers) to visit our campus and
community and interact with our students.
Objective 6:
Encourage student involvement, success and
retention
Summary of Progress:
 This objective depends on the funding
available and schedules of intended guest
speaker. We continue to invite local and
national professionals to be guest speakers.
Past year guests include Bryan Neubert, Nick
Dowers, Bobby Ingersoll, Chris Cox, Richard
Winters, alumni horse trainers and judges.
 Students and faculty travelled to other
facilities to ride with professionals including
Sandy Collier, Teddy Robinson, Eric
Dahlstrom
Summary of Progress:
 Equine Studies Horse Show Club held
several events that were well attended by
students including: “Welcome Back” ice
cream party, Halloween costume contest and
obstacle course, end of year party and gift
exchange, on campus schooling shows,
Jackpot Cowboy Races.
 Awarded several Osher scholarships
 Assisted several students to find internships
with top industry professionals.
43
Objective 7:
Recruit students to Agriculture Department
Summary of Progress:
 Advertised in Agriculture related publications
such as Western Horseman
 Promoted program during Snaffle Bit
Futurity, Annual FFA convention, and rodeo
recruiting trips.
 Assisted with campus wide new student
events such as “Fridays in the Fall”, “Day in
the Mountains”.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.)
Will your allocated resources be sufficient given your objectives?
Objective 1:
Provide an updated safe/secure instructional
environment for students, staff, and livestock
Action Plan (include who is responsible):
 Install security cameras to discourage theft, reckless






Objective 2:
or delinquent student behavior around horses, video
documentation of accidents during or outside of
class (Nick Boyd)
Install lights in hay barn to prevent injuries due to
reduced visibility when climbing on stacks of hay
(Nick Boyd)
Install snow dams on Equine Studies building to
prevent snow and ice from falling on students and
horses and ice ridge from building up by tack rooms
creating slippery and dangerous conditions (Nick
Boyd)
Address wildlife (skunk) problem to prevent spread
of disease such as rabies, noxious smells, and
destruction of FRC property (Nick Boyd)
Provide more storage area for equipment and
supplies (Russell Reid)
Hire Agriculture Facilities and Operations Employee
or “Ranch Manager” (Russell Reid)
Purchase tow vehicle and horse trailer for field trips
and travel of students with horses to veterinary
clinic, horse shows, and horse training clinics
(Russell Reid).
Action Plan (include who is responsible):
44
Continue to develop curriculum and teaching
methodologies to improve instructional
outcomes.
Objective 3:
Continue to encourage distinguished equine
industry practitioners (horse trainers, industry
leaders, guest speakers) to visit our campus and
community and interact with our students.
Objective 4:
Develop and provide improved facilities,
equipment and supplies
 Develop new Bachelor Degree in Equine and
Ranch Management (All Ag Staff).
 Stay up to date with new and changing
technologies in the Agricultural field and relate
these modifications in our course offerings (All
Ag staff).
 Continue to track student learning objectives
for individual students, courses, and the
department (All Ag staff).
 Expand program offerings as reflected by
desired industry and student outcomes (All Ag
staff).
 Participate in professional development
opportunities
Action Plan (include who is responsible):
 This objective depends on the funding
available and schedules of intended guest
speakers. We continue to invite local and
national professionals to be guest speakers.
(All Ag staff)
Action Plan (include who is responsible):
Continue to plan and provide adequate
facilities, equipment and supplies necessary
for effective operation (All Ag staff).
Irrigate, control weeds, fertilize, reseed
pastures (Russell Reid)
Develop long term master plan and funding
source to repair/replace existing buildings,
arenas, stalls, replace as needed department
vehicles, tractors, and trailers (Russell Reid
and Nick Boyd).
 Provide a safe/secure environment for
students, staff, and livestock by repairing
arena sprinklers, keeping tractor and arena
groomer operable, improve arena footing
(indoor and outdoor), and improving winter
drainage in horse pens (Nick Boyd)
Hire Agriculture Facilities & Operations staff
to ensure compliance and progress (Russell
Reid).
45
Purchase tow vehicle and horse trailer for
field trips and travel of students with horses
to veterinary clinic, horse shows, and horse
training clinics (Russell Reid).
Objective 5:
Encourage student involvement, success and
retention
Objective 6:
Construct a new Veterinary Hospital and horsebreeding facility, which would include a stallion
facility, covered foaling stalls, pre- and post-natal
observation pens, and 24-hour monitoring video
equipment.
Objective 7:
Action Plan (include who is responsible):
 Encourage involvement is Equine Studies
Horse Show Club, which promotes student
success and retention by offering
opportunities for students to develop
program level student learning outcomes in a
friendly, fun environment.
 Encourage students to apply for scholarships
(such as Agriculture Department Osher
Scholarship, American Quarter Horse
Association Scholarships, etc) to facilitate
student retention.
 Provide student employment opportunities
on campus and within the local community.
 Facilitate student success by applying for
Bachelor of Science in Equine and Ranch
Management.
Action Plan (include who is responsible):
 Continue to develop and design construction
plans (Russell Reid)
 Work with college facility committee and
FRC Master Plan Architect to include into
new Agriculture Master Facilities Plan
(Russell Reid)
 Continue to fundraise and search for grants
to incorporate new breeding equipment (Ag
staff)
 Provide appropriate new courses in equine
reproduction utilizing this facility in the
Bachelor Degree (Ag staff)
 Explore increasing income opportunities
from college breeding services. (Ag staff)
 New Veterinary Equipment (Russell Reid)
Action Plan (include who is responsible):
46
Develop new Ag shop and relocate welding
program. Include tractor hydraulics and repair,
mechanized Ag courses, irrigation, solar, power
and geothermal systems
Objective 8:
Recruit students to Agriculture Department
Objective 9:
Evaluate the AG Department’s staffing needs,
job classifications and management of program
operations to ensure compliance with the
college’s policy, procedure and union contracts
with the intent of establishing fair and equitable
compensation for actual duties performed.
 •Incorporate into Master Facility Plan
(Russell Reid)
 •Develop Architect/ Engineer plans
 •Secure campus wide approval and funding
(Russell Reid)
Action Plan (include who is responsible):
 Continue to develop the Agriculture
Department that will be nationally recognized
for its academic, vocational and athletic
success.
 Continue to update websites (Ag staff)
 Advertise in Agriculture related publications
(Ag staff)
 Improve communication with potential
students by creating a marketing plan
through the use of new technologies and
other resources (Ag staff)
 Update Agriculture Department brochures
(Ag staff)
 Improve marketing/recruiting paraphernalia
such as banners, signs, show displays (Ag
staff)
 Promote program during large horse related
events such as the Snaffle Bit Futurity, Red
Bluff Bull and Gelding Sale, rodeo recruiting
trips (Ag staff).
 Assist with planning of campus wide new
student events such as “Fridays in the Fall”,
“Day in the Mountains” (Ag staff)
 Promote Bachelor Degree in Equine and
Ranch Management (Ag Staff).
Action Plan (include who is responsible):
 Request to hire an Ag Facilities &
Operations position or “Ranch Manager”
(Russell Reid).
 Audit of Instructional Assistant position.
Work with college staff on completion
(Russell Reid)
 Hire additional positions related to new
Bachelor of Science in Equine and Ranch
Management (Russell Reid).
47
Objective 10:
Action Plan (include who is responsible):
Construct student housing for Agriculture
Department students specifically the student
barn managers.
Incorporate into Master Facility Plan (Russell
Reid)
Secure funding, develop plans, and start
construction (Russell Reid)
Objective 11:
Action Plan (include who is responsible):
Cover arenas (EQS and Rodeo) with solar panels
to provide energy for the campus and riders
protection from the elements and
replace/remodel rodeo arena and holding pens
 Incorporate into Master Facility Plan
(Russell Reid)
 Secure funding, develop plans, and start
construction (Russell Reid)
Objective 12:
Action Plan (include who is responsible):
Secure additional funding for uncontrollable
basic Agriculture operational needs that were
denied from requested 15-16 budget process as
projected in APRs.
Continue to request funding through APR
process to address deficit (Reid)
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
Continue to develop curriculum and teaching
methodologies to improve instructional
outcomes.
Action Plan (include who is responsible):
 Stay up to date with new and changing
technologies in the Agricultural field
and relate these modifications in our
course offerings (All Ag staff).
 Continue to track student learning
objectives for individual students,
courses, and the department (All Ag
staff).
48

Expand program offerings as reflected
by desired industry and student
outcomes (All Ag staff).
Connection to results from assessment of
student learning and/or other plans:
Strategic Direction
Objective 1.1.6; 2.1.1; 2.2.1; 2.2.2; 2.2.3; 2.3.2;
2.3.1
Agriculture Department Student Learning
Outcomes 1, 2, 3, 4, 5
Resources/Budget Needed:
Objective 2:
Develop and provide improved facilities,
equipment and supplies
Action Plan (include who is responsible):
 Continue to plan and provide adequate
facilities, equipment and supplies necessary
for effective operation (Russell Reid, Jesse
Segura).
 Irrigate, control weeds, fertilize, reseed
pastures (Russell Reid)
 Develop long term master plan and funding
source to repair/replace existing buildings,
arenas, stalls, replace as needed department
vehicles, tractors, and trailers (Russell Reid
and Nick Boyd).
 Acquire adjacent property for use in
Agriculture Courses (Russell Reid)
 Provide a safe/secure environment for
students, staff, and livestock by repairing
arena sprinklers, keeping tractor and arena
groomer operable, improve arena footing
(indoor and outdoor), and improving winter
drainage in horse pens (Nick Boyd)
 Hire Agriculture & Operations staff to
ensure compliance and progress.
 Remodel Laboratory Classroom for lab
based classes associated with Bachelor
Degree
 Purchase Skid Steer tractor for manure
handling
Connection to results from assessment of
student learning and/or other plans:
Ed Plan
Strategic Direction
Goal 3.2 Objective 3.2.1; 3.2.2; 3.2.3; 3.2.4; 3.2.5;
3.2.6
Agriculture Department Student Learning
Outcomes 1, 2, 3, 4, 5
Resources/Budget Needed:
General fund, Agriculture Budget, Facility
Budget
General Fund Instruction and Foundation
49
Objective 3:
Develop new or remodel long-term livestock
holding pens, anticipating changes in animal
welfare, water quality, and various other
environmental issues (laws, policies, standards)
Connection to results from assessment of
student learning and/or other plans:
Ed Plan
Strategic Direction
Goal 3.2 Objective 3.2.1; 3.2.2; 3.2.3; 3.2.4; 3.2.5;
3.2.6
Agriculture Department Student Learning
Outcomes 1, 2, 3, 4, 5
Action Plan (include who is responsible):
 Construct new holding pens for livestock,
and/or repair, maintain, remodel livestock
facilities (Russell Reid, Jesse Segura)
 Ongoing pasture management (Russell
Reid)
 Ongoing manure management/ compost
(Russell Reid, Jesse Segura, Nick Boyd)
 Acquire adjacent property for use in
Agriculture Courses (Russell Reid)
 Control “run-off” in Spanish Creek from
holding pens (Jesse Segura, Nick Boyd)
 Hire new Agriculture Facilities &
Operations Staff to ensure compliance and
progress.
Resources/Budget Needed:
General Fund, Facilities
Objective 4:
Secure additional funding for uncontrollable
basic Agriculture operational needs that were
denied from requested 15-16 budget process as
projected in APRs.
Action Plan (include who is responsible):
Continue to request funding through APR
process to address deficit (Reid)
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
Security Cameras
Hay barn lights
Resource Type
Facilities
Facilities
Rationale
(include connection to other plans)
Safety: Objective 1 & 2
Safety: Objective 1 & 2
50
Building snow dams
Replace broken stalls
Additional storage
Hire Agriculture Operations
Coordinator
Hire Bachelor Degree Instructor
Hire Agriculture Bachelor
Degree Advisor & Admissions
Coordinator
Horse Trailer & Tow Vehicle
Pasture irrigation, seeding, weed
control
Deferred maintenance to
building, arena, stall
Safe arenas
Ag Shop/ Relocate welding
Livestock pens
Student Housing
Cover arenas
Cattle Livestock Handling
Equipment
Skid Steer Manure Handling
Tractor
Laboratory Classroom
Facilities
Facilities
Facilities
Additional Staff
Additional Staff
Safety: Objective 1 & 2
Safety: Objective 1 & 2
Objective 1 & 2
Objective 4 & 2
Objective 9 & 2
Objective 9 & 2
Additional Staff
Facilities
Facilities
Facilities
Facilities
Facilities
Facilities
Facilities
Facilities
Facilities
Facilities
Facilities
Objective 4 & 2
Objective 4 & 2
Objective 4 & 2
Safety: Objective 4 & 2
Objective 7
Objective 3
Objective 10
Objective 11
Objective 11
Objective 2
Objective 2
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
4. Describe the current status of the Program/Depart/Service Area.
The current status of the Agriculture Department is to continue to strive towards educating
students in a way to produce successful Agriculture and Equine industry professionals. There is an
increase in the number of degrees being awarded (Table 4. FRC Awards by Year) and the students are
successful in their coursework (Table 3. Student Outcomes by Program). With the approval of the
Equine and Ranch Management Bachelor Degree pilot program, the accomplishment of this student
learning outcome seems to be headed in the correct direction. The application process is currently
being evaluated and specifics about the degree are being finalized.
The Agriculture Department will continue to play a vital role in achieving the College’s Mission
with a unique, student centered, effective learning environment. We will continue to draw students
locally, nationally, and internationally while preparing students for a successful career in Agriculture.
We focus our efforts on providing a quality education to our Agriculture students while attempting to
remain fiscally responsible to the rest of the college’s other operations for the overall success of
Feather River College and our students.
The current student enrollment in the Agriculture, Equine, and Rodeo courses is at or near
capacity (Table 1. Taught FTES by Program). Despite the number of students, funding has been
lacking creating challenges in the continued level of operations. The Agriculture Department diligently
managed the limited financial resources. With substantial increase in the cost of uncontrollable
operational and instructional supplies and services, maintaining and continuing to offer a quality
education to our students has proven to be a major challenge for the Agriculture Department.
51
5. Explain significant issues and/or changes that have occurred since the last comprehensive review.
Since the previous CPR, the Agriculture Department has been working towards completion of several
objectives within the “Program and Services” and “Facilities, Equipment, and Supplies” areas all while
continuing to provide a quality education to the Agriculture Department students.
 Programs and Services:
o Implementing of a Bachelor of Science degree in Equine and Ranch Management.
o Developing and updating our Agriculture curriculum: Updates to the A.S. degree in
Agriculture, Equine Studies and the certificates to address the Chancellor’s office’s
request to remove the repetition of courses, and new courses in horse showing, cattle
science, plant science, Ag economics.
o Awarding Agriculture Department degrees and transferring our students into four-year
colleges, utilizing these institutions’ academic models.
o Attracting students who may not have previously considered attending FRC for their
general education requirements.
o Providing the Colorado State University four year agreement with Feather River
College currently with 7 students enrolled who will reside on the Feather River College
campus for their remaining college career.
o Continuing Rodeo Program to be one of the top programs in the nation.
 Jesse Segura voted coach of the year by National Intercollegiate Rodeo
Association.
 The men’s team ranked as 1st in the nation and has won the West Coast
Region seven times in a row.
 The Women’s Rodeo Program has been ranked as high as fourth in the nation.
 Incorporating the Rodeo Program with new technology (video cameras, big
screen television) and equipment (new bucking chutes, lead ups) into the
classroom to greatly improve the value of the student’s education and rodeo
performance.
o Equine Studies Program continues to be one of the finest horse programs in the
nation.
 The annual horse sale continues to be a major event for our students and
community with proceeds of the sale enabling students to earn $12,000 in
scholarships on the sale of the horses, to pay for outside clinicians to visit, to
purchase cattle that are utilized in classes and to help reduce overall Agriculture
Department expenses.
 Current students are developing a horse show team/ club that has to date
assisted with local community horse shows, volunteered at a large venue horse
show and sale (Snaffle Bit Futurity), traveling to local horse shows, and
planning a series of student organized schooling events.
 Facilities, Equipment and Supplies:
52
o Remodeling of the “Pack Station” into a Rodeo classroom; this includes student
bathrooms, first-aid center, audio-visual instructional equipment, and faculty office
space.
o Constructing of a new Equine Veterinary Hospital to assist us in our animal science
and horse reproductive classes, produce income for the Foundation, improve
healthcare of the broodmares and foals, and to allow students and staff to care for
horses 24 hours a day indoors instead of outside in inclement winter weather.
o Constructing of a second classroom to accommodate concurrent Equine Studies
classes and Bachelor of Science classes.
o Purchasing breeding equipment to advance the reproductive offerings of the Equine
Studies Program.
o Purchased a water truck to reduce dust around the Agriculture Department Facilities to
improve health of students and livestock.
o Planning a covered rodeo arena with solar panels to provide electricity for the college
and year round use of the arena.
o Planning to relocate the Ag welding shop from the Vocational Technology Building to
the storage/warehouse next to the Ag classroom.
o Progressing towards the goal for improved watershed water quality. Livestock holding
pens have been reshaped for improved drainage. Plans are in the works to cover and
provide settling ponds for the rodeo livestock manure to then be hauled away and
utilized as topsoil.
6. Briefly explain significant changes expected during the upcoming year.
Significant changes to the Agriculture Department in the upcoming year involve the
implementation and execution of the pilot Bachelor of Science in Equine and Ranch Management.
Many resources and support for the Agriculture Department will be essential for the success of this
degree as well as the program in general. The Agriculture Department has been in the uncomfortable
situation of constantly having to “beg” for funding when if the original requests were not ignored and
passed over, each individual’s valuable time would not have been wasted (Table 5. History and
Additional Resources Needed For Animal Science 5050). It has been over six years since the
Agriculture Department budget requests were increased and rolled into the base budget (2010-11). The
Agriculture Department has projected once again that we will not have adequate funding for current
year 2015-16 (Table 6. History and Additional Resources Needed for Rodeo). The Agriculture
Department staff has been very resourceful over the last half decade to operate in a safe and effective
manner. We are aware of our dependence for our student success on sufficient basic “inflationary”
operational funding for livestock maintenance, operational expenses and the expenses required for
Intercollegiate Rodeo that are essential for us to complete our programs SLO’s (Table 4. FRC Awards
by Year). We believe our AG 2016-17 budget requests for additional resources are reasonable and
sensible. The significant changes to the Agriculture Department would be dismal if we cannot
convince the FRC community that we cannot continue to offer the quality education to our students
without additional basic operational expenses. We are planning several new AG facility projects
(EQS/AG laboratory room, Welding shop) in the works that could be funded through Agriculture
Foundation Funds, One Time Funds and Deferred Maintenance Funds. It is difficult to enhance the
Agriculture Department student programs without basic operational funding like hay and veterinary
care. We are also requesting new faculty and staff positions (Agriculture Operations Coordinator,
53
Bachelor Degree Faculty and Coordinator, Agriculture Advisor) that are critical to our producing a
safe and effective Agriculture educational program (Table 2. Course Sections by Program and Table 3.
Student Outcomes by Program). If the College desires to continues to depend on the Agriculture
Departments significant contributions to attracting on-campus students (Table 1. Taught FTEs by
Program) then significant educational planning and commitment to the program (addressing issues in
the 2011 AG Comprehensive Program Review and previous Annual Program Reviews) should be
seriously addressed in the 2016-17 Annual Program Review and budget process. There are also several
building projects planned in the future that will affect the operation of the Agriculture Department
such as the construction of a new laboratory classroom, solar panels, Agriculture Welding Shop, and
covered arena.
APPENDIX
Attach supporting documents as appropriate.
Table 1.
54
Table 2.
55
Table 3.
56
Table 4.
57
Table 5. History and Additional Resources Needed For Animal Science 5050
History/Summary of Animal Science
Contractors
Year
Allocated budget
Final budget
14$
$
15
37,107.00
47,968.29
13$
$
14
37,107.00
48,055.71
12$
$
13
37,107.00
47,552.71
11$
$
12
37,107.00
38,100.16
10$
$
11
39,900.00
48,223.05
Distribution of 5050
Year
Veterinary Care
14$
15
23,943.29
13$
14
23,495.71
12$
13
23,281.71
11$
12
17,285.16
10$
11
16,758.05
Farrier Care
$
24,025.00
$
24,560.00
$
24,088.00
$
20,815.00
$
31,465.00
Difference
$
(10,861.29)
$
(10,948.71)
$
(10,445.71)
$
(993.16)
$
(8,323.05)
Saddle Repair
$
183.00
Total
$
47,968.29
$
48,055.71
$
47,552.71
$
38,100.16
$
48,223.05
Due to a consistent shortfall in the budgeting of funds for Veterinary and Farrier Care,
Please add additional $12,000 to 1100-25100-5050-010240
58
Table 6. History and Additional Resources Needed for Rodeo
Allocated 15-16
Need 15-16 difference
5031 Liability Insurance
$14,210.00
$16,410.00
$(2,200.00)
students on rodeo team and insurance costs
Budget history
Year Final budget
14-15 $14,210.00
13-14 $48,055.71
12-13 $47,552.71
11-12 $38,100.16
10-11 $48,223.05
5073 Rentals & Leases
$11,300.00
head @ 55/ month 3 months
Year
14-15
13-14
12-13
11-12
10-11
$23,675.00
$(12,375.00) Steer and calf leases 75
$28,983.00
$(14,733.00) dramatic Increase in size
Final budget
$18,295.00
$16,863.00
$11,275.00
$11,300.00
$13,245.00
5905 Events & Programs
and cost of college rodeo
Year
14-15
13-14
12-13
11-12
10-11
Increase in number of
$14,250.00
Final budget
$14,250.00
$14,200.00
$14,250.00
$14,414.00
$13,767.00
$(29,308.00)
Due to increases in number of students and size of rodeo team, there is a a shortfall in the budgeting
of funds for Liability insurance, Rentals and Leases, Events and Programs.
Please add additional $1,400 to 1100-25510-5031, $12,375 to 1100-25510-5073, $12,733 to 110025510-5905
59
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: ALLIED HEALTH
NAME OF PERSON SUBMITTING THIS REVIEW: JUDY MAHAN
DATE OF SUBMISSION: 10-29-2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Financial Support for disposable
instructional supplies for Allied Health
Summary of Progress: No progress. My budget
request for and increased amount was not
approved for this year. I am expanding to a
phlebotomy class and will need continued
disposable supplies. My Lottery request for
these was granted, but was told to use my
supply budget in the future. I have donation
letters given to my students, but very little is
donated. Disposable supplies are needed,
such as gloves, simulation disposable
equipment, blood tubes, alcohol preps, sharps
supplies, syringes, the list goes on and on.
These disposable supplies are necessary as
simulation is important for students to practice
in a safe environment prior to actual hands-on
experience with real patients.
Objective 2:Continued staffing
Summary of Progress: No progress. No
additional money was given for travel. Also,
Continued staffing difficulties. There have
been 2 applicants for clinical instruction. One
wants full time, and the other never returned
request for interview. With 2 LVN clinical
instructors, and 1 CNA instructor, we have no
room for absences. Unlike, other courses, we
can only have substitutes who are nurses and
individually approved by the LVN Board. This
60
department has been in response mode for the
past 2 years, and I want to be in the
preparedness mode. You will see my plan in
the budget request.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.)
Will your allocated resources be sufficient given your objectives?
Objective 1: Obtain new clinical sites for the
LVN and CNA programs
During this last year, the LVN program lost Enloe
as a clinical site and Countryvilla Skilled Nursing
closed for both LVN and CNA students. I am
currently working on securing new sites. For the
CNA program, I have applied to the STATE to
use Seneca Healthcare as both a training and
clinical site. I am working for other sites for the
LVN program clinical instruction for next summer.
This requires no additional money, just time.
Facilities in the Valley closer to Quincy are
inundated with nursing and emergency medical
system students and are reluctant to take on new
students. We are also exploring the possibility of
the VA hospital in RENO.
Objective 2: Financial Support for
disposable instructional supplies for Allied
Health
Action Plan (include who is responsible): Judy
Mahan
As my request for additional funding was not
approved, I am trying to obtain more
donations locally. These donations do not
begin to cover the needed disposable supplies.
61
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1: Continued staffing
Action Plan (include who is responsible): Judy
Mahan
As said above, it is difficult to have qualified
nursing clinical instructors at FRC. Most want
full time employment with benefits. Allied
Health needs as much flexibility as possible,
due to travel difficulties, illnesses in family, and
the need to have specific hours and specific
staff/student ratios as mandated by the STATE
for clinical instruction for students in the CNA,
LVN,EMT,AEMT (Advanced Emergency
Medical Technician), and Phlebotomy courses,
and only by individually approved instructors
by respective STATE regulations. For the LVN
program, my plan is as follows: To increase the
flexibility of current staff, while attempting to
secure additional qualified staff, Allied Health
proposes a 1-year addition to the budget of
$6500 for a stipend, contract, or however it fits
in the overall college budget to allow a current
employee to be a “teaching assistant” as
approved by the LVN Board. To become a
clinical instructor, one must not only be
licensed LVN or RN, one must have teaching
experience in an LVN or RN program. A
licensed person can become a teaching
assistant for one year, and then become a
clinical instructor. My plan is to have the CNA
instructor fill this role in the next school year,
in addition to the CNA class, (since we have no
flexibility here either). After that year, this
amount would not be necessary, as the staff
would then be able to become a substitute or
permanent AF clinical instructor as approved
by the LVN Board. I will continue to search for
qualified CNA and LVN AF clinical
instructors.
62
This plan would increase staff success, by
reducing the stress of being ill or absent
Student success would increase by the fact that
the mandated clinical hours can be met, which
lead to success for the NCLEX-PN testing.
Last year, when we had an extended sickness, I
and students felt they were denied the amount
of student learning needed in clinical time for
enhancement of skills. The substitute was not
able to complete the absence until a new
instructor was hired. Training new instructors
in the middle of the semester was difficult, as
there was no flexibility with other instructors.
While so far, the students have been successful
in passing the NCLEX, the situation was very
difficult, and for student success to continue,
clinical instruction needs to be a positive and
as stress-less a situation as possible.
Objective 2: Financial Support for
disposable instructional supplies for Allied
Health
Action Plan (include who is responsible):Judy
Mahan
 I am again requesting a budget increase
for disposable instructional supplies.
 Another possibility is adding a lab fee to
the LVN program each semester, as this
program uses most of the disposable
supplies. Other community colleges do
this. An average fee is about $65.00 per
semester per student, but any amount
would be acceptable.
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed: Increase of
$2000.00 for supplies. Or the lab fee
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
1 year $ for teaching assistant as
requested in Objective 1
Resource Type
Additional staff
Rationale
(include connection to other plans)
See new Objective 1
63
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
7. Describe the current status of the Program/Depart/Service Area.
The last review was completed in 2013. Since then we have added 2 courses, and additional students
have been added to the LVN program.
8. Explain significant issues and/or changes that have occurred since the last comprehensive review.
The loss of Enloe this summer was devastating. A new facility or facilities are needed.
9. Briefly explain significant changes expected during the upcoming year.
Hopefully, new clinical facilities and if the request is approved, enough supplies for students, but
mainly an improvement in staffing
APPENDIX
Attach supporting documents as appropriate.
64
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA:
NAME OF PERSON SUBMITTING THIS REVIEW: Rafael Blanco
DATE OF SUBMISSION: Oct-30-2015
MANAGEMENT AREA (check one):
Administrative Services
X Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Summary of Progress:
To improve the Art Program physical space by
In progress.
sharing the Voc. Tech. Building with the ORL
Program.
Objective 2:
To combine 2-Dimensional Design and Art
Appreciation into a Visual Foundation Course.
Summary of Progress:
I have desisted this objective since Art
Appreciation is a C-ID transfer course. However
I have changed the way I teach Art Appreciation
into a more hands on course in order to
motivate students.
Objective 3:
To introduce Drawing I as prerequisite course
for Painting I
Summary of Progress:
Drawing I has been established as a prerequisite
for the Painting I course earlier in the Semester
(Fall 2015).
Objective 4:
To have office space inside the Voc. Tech
building.
Summary of Progress:
Since the end of last semester (Spring 2015) the
Art Program has an Art Office inside the Voc.
Tech. Building. Besides improving in all areas of
the department, having this office allow us to
have open art studio lab Fridays. The Art Studio
is open all day for students from 9am to 5pm.
65
Objective 5:
To improve the FRC Annual Art Student
Exhibition by:
- Finding a more professional exhibition space.
- Bringing a visiting artist who would curate and
who would give an artist lecture.
Summary of Progress:
The 2015 Art Student Exhibition was held at the
Plumas County Museum and we had the luck to
have artist Peter Whittenberger as our first FRC
visiting artist.
Objective 6:
To have a student worker to help with the
maintenance of the darkroom.
Summary of Progress:
We were given the funds to have 100h of a
student worker this academic year. Our student
worker is doing great so far and has really helped
J. Damron during his photo classes.
Objective 7:
To have office space inside the Voc. Tech
building.
Summary of Progress:
Since the end of last semester (Spring 2015) the
Art Program has an Art Office inside the Voc.
Tech. Building. This has improved work
efficiency inside the program, as well as teaching
since students are also learning by seeing work in
progress.
Objective 8:
To implement an annual art field-trip.
Summary of Progress:
Since our first art field-trip was such a success,
we have implemented to do this type of trips
every semester. This semester we are visiting
CSU Chico Art department and we are being
funded for the expenses by student services.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1:
To add the AA in Graphic Design degree.
Nathan Tharp and I have been working really
closely implementing the resources of both
departments for this hybrid degree
(art/computers). We strongly believe this could
be an appealing degree that will bring new and
enthused students to campus.
Action Plan (include who is responsible):
The plan is to have the curriculum ready before
the end of the semester and if approved by the
Chancellor’s Office, to have it running Fall 2016.
Responsible: Art and Information Technologies
Programs (Rafael Blanco and Nathan Tharp).
66
Objective 2:
To increment the number of students in the Art
Program.
Action Plan (include who is responsible):
To give lectures and meet students in the Plumas
County High Schools.
To implement the 3-D printing process as part
of the curriculum in the 3-D Design course.
To add the AA in Graphic Design.
Responsible: Art Program (Rafael Blanco)
Objective 3:
To expose students and FRC campus to art
created by FRC students and employees.
Action Plan (include who is responsible):
The Eagle Perch has been created as an
exhibition space for students and employees.
Hang work at the Advising Center.
Exhibit temporary works inside the library.
Responsible: Art Program (Rafael Blanco)
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2015-16)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in the prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
To purchase all the machinery, tools, studio
lighting tracks, and drawing horses, that will be
needed for the new art studio:
The Art program will have its own needed
machinery because maintenance will move to
lower campus.
The new art studio will be doubled the current
space, which we will give us space to have
drawing horses.
Connection to results from assessment of
student learning and/or other plans:
Action Plan (include who is responsible):
The strategy is to purchase these from the block
grant (if approved) as soon as possible, so we
can have them ready once the big move
happens. In case we have purchased these before
the new space is ready, we will stored them until
we have the space to utilize them.
Resources/Budget Needed:
$20,500
67
Objective 2:
To add a new position in the Technology Office.
Nick Boyd is extremely helpful when he has the
time, but because he is in charge of facilities and
technology simultaneously, he is extremely busy.
He is at least doing the function of two
employees and as a consequence he is not
efficient.
Connection to results from assessment of
student learning and/or other plans:
Action Plan (include who is responsible):
The whole campus is suffering from this. We
need this new position now!
Responsible: FRC President Office
Objective 3:
To add a Graphic Designer to the marketing
department. There are many people around
campus trying to design brochures, pamphlets,
posters, signs, and to maintain the web page, but
no one has the background of graphic design.
We need a new logo and a whole new marketing
campaign that will allow to announce Feather
River College outside Plumas County.
Connection to results from assessment of
student learning and/or other plans:
Action Plan (include who is responsible):
Responsible: FRC President Office
Objective 4:
To improve the photography tools by
purchasing medium format film cameras (2),
DSLR cameras (2 used), mirrorless digital
cameras (2 used) and a more precise Inkjet
printer.
Connection to results from assessment of
student learning and/or other plans:
Action Plan (include who is responsible):
Responsible: Art Program
Objective 5:
To improve the art program budget
(instructional supplies). We don’t have enough
money to purchase all the materials at the
beginning of each semester. A big amount of is
recovered later by student fees, but we are always
limited in what we purchase.
Connection to results from assessment of
student learning and/or other plans:
Action Plan (include who is responsible):
Responsible: Art Program
Resources/Budget Needed:
Full time employee salary
Resources/Budget Needed:
Full time employee salary
Resources/Budget Needed:
$3,700
Resources/Budget Needed:
$4,000
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NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
Art Studio machinery
and tools
Chief Technologies
Officer
Graphic
Designer/Marketing
Director
Photography tools
Resource Type
Facilities
Additional Staff
Rationale ( include connection to other plans):
See next year objective 1
See next year objective 2
See next year objective 3
Additional Staff
IT
See next year objective 4
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
10. Describe the current status of the Program/Depart/Service Area.
The Art Program is currently very limited in space. Having in mind that the art classroom at Quincy
High is bigger than our Art studio at FRC says it all. I think we are a successful program for the very
little resources that we have.
11. Explain significant issues and/or changes that have occurred since the last comprehensive review.
Having the art office down at the Voc. Tech. has been a remarkable improvement in many different
aspects. Also the implementation of the art fieldtrips every semester has been having a great positive
impact on students.
12. Briefly explain significant changes expected during the upcoming year.
The new Art space will be crucial for the development and progression of the program.
APPENDIX
Attach supporting documents as appropriate.
69
NEXT YEAR OBJECTIVE 1
NEW FRC ART FACILITY
ART STUDIO
ITEM
QUANTITY
EACH
TOTAL
DRAWING HORSES
DRAWING TRACK LIGHTS
WORKING BENCHES
20
$150
4
$750
$3,000
$4,000
$3,000
$10,000
TOTAL
SCULPTURE ROOM
ITEM
QUANTITY
EACH
TOTAL
TABLE SAW
MITER SAW
BAND SAW
PLANER
DRILL PRESS
ROUTER
BENCH COMBO DISK AND BELT SANDER
PORTABLE:
1
1
1
1
1
1
1
$3,000
$600
$1,000
$1,000
$700
$1,000
$ 700
$3,000
$600
$1,000
$1,000
$700
$1,000
$700
DRILLS
JIG SAWS
SANDERS
NAIL GUNS
SHOP VACUUM
4
4
4
4
1
$150
$150
$150
$150
$100
$600
$600
$600
$600
$100
$10,500
STATIONARY:
TOTAL
ART STUDIO + SCULPTURE ROOM TOTAL
$ 20,500
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NEXT YEAR OBJECTIVE 2
CHIEF TECHNOLOGIES OFFICER
Feather River College campus’ functionality could be very much improved. Employees are not getting
the resources and the help needed when it comes down to IT difficulties. In my only 15 months at the
college I have experienced numerous frustrations with the IT/Facilities department. These are just some
examples:
-
It has taken more than two months to finally be able to meet with the actual Chief Technologies
Officer/Facilities Director in order to complete the Art Program APR.
-
It took 6 months the IT department to move the office phone from the old office to the new art
office at the Voc. Tech. building.
-
It took a month to move the office computer to the new office. It was finally moved after I
expressed that I was going to move it myself.
-
It has taken almost a year to install the 3-D printer.
-
A whole pallet of turf mixture is still stored inside the woman’s bathroom at the Voc. Tech.
(Approximately more than 80% of the art students are female). I addressed this problem when I
got to FRC in Aug. 2014.
I would like to express that this discontent is not a personal problem with the current Chief Technologies
Officer/Facilities Director. In fact, I think he and his crew at the Facilities and IT department are great.
However, it is clear that we are in need of an additional in person in charge of the IT department. The
actual Chief is in charge of at least two full-time jobs and this is the cause of inefficiency across campus.
My dissatisfaction is not an individual one, and I do hope that my colleagues are able to express this
need as well.
71
NEXT YEAR OBJECTIVE 3
GRAPHIC DESIGNER/MARKETING
DIRECTOR
Feather River College marketing strategy could be very much improved by creating a new position in the
Marketing department. We have several people around campus trying to create visual pamphlets,
posters, banners, webpages, etc. and have never being trained in graphic design or anything similar.
They take extra time to complete these projects, which takes them away from their real job
descriptions, and the final result is not at the level of a College marketing program.
The lack of marketing FRC is very obvious to most of us. We have a logo that looks like clip art from
Microsoft Word and pamphlets that may be adequate for a Junior High School. I have tried to help and
design many of these new brochures (and I will keep doing it if necessary) but this, in my opinion, is like
trying to cure a large wound with bandages.
If FRC is interested in growing and bringing more students, we have to take into account that all our
perspective students experience life through screens, and that the visual imagery of the school could be
the final factor for them to choose FRC.
NEXT YEAR OBJECTIVE 4
PHOTOGRAPHY TOOLS IMPROVEMENT
ITEM
QUANTITY
EACH
TOTAL
MEDIUM FORMAT FIL CAMERA
2
$500
$1,000
DSLR CAMERA (USED)
2
$500
$1,000
MIRRORLESS DIGITAL CAMERA (USED)
2
$500
$1,000
INKJET PRINTER
1
$700
700
TOTAL
$3,700
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ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: BUSINESS
NAME OF PERSON SUBMITTING THIS REVIEW: Michael Welser
DATE OF SUBMISSION: October 30, 2015
MANAGEMENT AREA (check one):
Administrative Services
X Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1: Continue Power Point updates for
all classes. Continue to monitor pre- and posttests for SLOAC. Continue to have leavers,
completers, and graduating students fill out
SLOAC questionnaire.
Summary of Progress: Completed as an ongoing
process by Michael Welser.
Objective 2: Monitor TMC and Business AA
graduation rates. Continue to monitor
enrollment numbers and to have appropriate
classrooms available for each business class so
maximum numbers may increase.
Summary of Progress: Enrollments have
increased for Macroeconomics and Introduction
to Business classes. Completed by Michael
Welser.
Objective 3: Monitor physical space in the
classrooms in the Business Program. Monitor
the technology available for the Business
Program. Monitor the library holdings in both
hard copy and digital copy for the Business
Program. Monitor equipment for the Business
Program
Summary of Progress: Space is adequate with
their current class assignments. Technology is
adequate. Hard copy holdings are adequate,
streaming video is available. Equipment is
adequate. Monitoring completed by Michael
Welser.
73
Objective 4: Continue to monitor enrollments
in the Business Program. Monitor effect of the
TMC on the business Program.
Summary of Progress: Enrollments have
increased, especially in Micro- and
Macroeconomics. Enrollments in other classes
have held steady. Economics enrollments have
largely increased because more non-business
students are taking economics as a social science
class for other programs. Enrollments in
Introduction to Business have increased because
of a time shift of the class and by utilizing a
larger classroom. Completed by Michael Welser.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1: Continue to update Power Point
presentations for each class. Continue to review
textbooks for updated material and cost to
students. Continue to monitor pre- and postSLOAC tests. Continue to have leavers,
completers, and graduates take the SLOAC
questionnaire. Monitor SLOAC activities.
Action Plan : Ongoing process that has been
organized and put in motion for the future.
Resources are sufficient. Michael Welser
Objective 2: Monitor AST Business and AA
Business graduation rates. Monitor enrollment
numbers and classroom size. Monitor
enrollments in non-AST Business classes.
Action Plan : Now that the AST Business has
been established there are only five business
classes in the regular business program that are
not included in the AST Business Program:
Marketing, Human Relations in Business,
Personal Finance, Small Business Management,
and Spreadsheet. Micro- and Macroeconomics
classes have been changed to larger classrooms
and enrollments have increased. Introduction to
Business has been moved to a morning class, in
a larger classroom and the enrollment has
increased. Resources are sufficient. Michael
Welser
74
Objective 3: Monitor the Entrepreneurship
Classes to determine enrollments now that it has
been established. Check on SLOACs for this
program. Determine how many students are coenrolled in this program as well as the Business
Program.
Action Plan : There are very few co-enrollments,
or certificates earned, and students graduated.
Amy Schulz left the college and the SLOACs
have not been monitored up to this point.The
classes have low enrollments currently. Rick
Leonhardt is currently teaching some of the
classes. Michael Welser
Objective 4: Meet with the Business Advisory
Committee to determine if the FRC Business
Program is meeting the needs of the business
community. Monitor what former students are
accomplishing in and outside of the Plumas
County business community.
Action Plan : The advisory committee met last
year and was informed about the entire business
program including the AA Business Program
and the AST Transfer Business Program. The
graduated student questionnaire has been
administered to several former students in the
community and all of their responses have been
positive concerning how they are able to use the
knowledge and techniques they learned in the
FRC Business programs. Michael Welser
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in the prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
I will be retiring at the end of the Spring 2016 Semester so the future objectives are only
recommendations for the Business Program for 2016-17.
Objective 1: Continue to update Power Point
presentations for each class. Continue to review
textbooks for updated material and cost of
books to students. Continue to monitor the
SLOAC process. Continue to have leavers,
completers, and graduates participate in the
SLOAC process.
Action Plan : This should be an organized
process put in motion for the future.
Resources/Budget Needed: $100
75
Objective 2: Monitor AST Business and AA
Business graduation rates. Monitor enrollment
numbers and classroom size. Monitor
enrollments in non-AST Business classes.
Action Plan : Continue to monitor enrollments
in AST Business classes and to monitor
separately those purely AA Business courses.
Convince students to double major in both of
the above programs. Counsel business students
in the lead courses, i.e. Financial Accounting and
Managerial Accounting, about the benefits of a
dual major.
Resources/Budget Needed: none required
Objective 3: Monitor the Entrepreneurship
Classes to determine enrollments. Make sure the
SLOACs for this program have been completed
by the associate faculty members teaching the
classes. Determine if there are any co-enrolled
in this program as well as the Business Program.
Action Plan : Look at co-enrollments, certificates
earned, and students graduated. Associate
faculty members and the full-time faculty
member.
Resources/Budget Needed: none required
Objective 4: Meet with the Business Advisory
Committee to determine if the FRC Business
Program is meeting the needs of the business
community. Monitor what former students are
accomplishing in and outside of the Plumas
County business community.
Action Plan : Use the Advisory Committee
meeting and communication with former
students to determine progress, and/or future
action. Full-time faculty member.
Resources/Budget Needed: none required
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
Computer for new
faculty member.
Resource Type
Technology
Rationale ( include connection to other plans):
The new faculty member may need a new
computer.
76
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
13. Describe the current status of the Program/Depart/Service Area.
The Business Program has been a regular program at Feather River College since its
founding in the 1960s. Enrollments have been increasing slightly in the last few years. The
AST Business may increase enrollments in the program as graduation in this program will
guarantee enrollment at the CSU level. The AA in Business offers a few additional classes
(Marketing, Human Relations in Business, Spreadsheet) which give a graduating student
who does not wish to only earn an AST in Business the skills classes he or she will need if
the AA Business is to be the student’s terminal degree. The business community feels these
additional skills classes are needed for graduating students who remain in the community
and do not seek upper division education. Over the years we have had many graduates
employed at the college, with local government, and with local businesses, as well as many
who go on for a bachelor’s or master’s degree.
Required courses must be taught once a year to ensure that students can graduate in a
timely manner. No additional staffing is required at the current time. Classroom space has
been adequate and the addition of larger classrooms in the program has led to increased
enrollments.
Certificate programs have been popular with students and most students receive several
certificates upon graduation in addition to the AA. Employers honor these certificates for
the skills that the students have learned.
All of the business courses are above the basic skill level and all transfer to CSUs and UCs.
With the new TMC program students will be guaranteed an opening for them at the CSUs.
Micro- and Macroeconomics are in the General Education rubric and they satisfy the social
science requirement at both the CSU and UC. Business Certificates range from 6-8 units
and 12.5-17.5 units. These certificates are available in: Accounting and Accounting
Management, Small Business Management, Business Management, General Business,
Marketing, Finance, and Economics.
An AA in Business is our basic degree and requires 30.5 units in business core and elective
courses. The balance of the degree consists of 24 units of General Education requirements
and selected electives to equal 60.5 to 61.5 units. The degree is transferrable to all CSUs,
UCs, UNR and most 4 year universities.
The new TMC (Transfer Model Curriculum) AST (Associate of Science Transfer) in Business
guarantees transfer to the CSU system and includes the core courses of Introduction to
Business, Financial and Managerial Accounting, Micro- and Macroeconomics, and Business
Law as the core courses as well as qualifying Math and General Education courses. We
have encouraged students to earn both an AST in Business and an AA in Business.
If students graduate with an AA in Business and choose to truncate their education at that
point, they will non-the-less have a complete and comprehensive business education
77
valuable to them and to any employer. they will have exposure to accounting, economics,
business law, human relations, management, marketing, and technical
(computer) skills, all valuable in the business world. The business courses are offered on a
one-year rotation. They are also offered so that a student may have courses back-to-back,
blocked together, and therefore have a minimum number of hours on campus. There are
morning, afternoon, and evening classes in the class schedule.
The Business Department has developed SLOs at all levels of the curriculum: class level,
certificate level, and degree level and these SLOs align with the institutional SLOs. The
SLOAC student questionnaire has shown that students value and have been able to use the
knowledge they gained in the FRC Business AA Degree. We have added a group of
entrepreneurial short courses to allow students to register in a condensed program which
meets the needs of some students. Students may also be recruited from this program into
the regular business program.
Enrollment data show that from 2013-2015 that enrollments by FTES count have been
steady through 2014 but are slightly down in 2015. Specific classes are up for the entire
period, however some classes go up and then down (see data mart).
The Business Program’s strength is that it is fully transferrable to all CSU and UCs as well as
to UNR. This is accomplished by having courses in all the main subject areas within the
business curriculum: accounting, management, marketing, economics, business law, and
computer applications. The program will need a full-time lead professor with both
business experience and teaching experience in the business area. Most of the disciplines
in our business program are taught in separate departments in many colleges. It will be
important to have a full-time instructor with experience in several areas of business.
Associate faculty currently are only employed to teach in the entrepreneurial program.
These courses serve students who are interested in starting their own business or already
own a business.
FRC Entrepreneurship offers a 4-course Certificate of Entrepreneurial Planning with
interdisciplinary connections to several other programs. Classes are continuously
scrutinized, revamped, revised, and created to keep the program up-to-date. This program
also offers internships in the local business community and is run by Rajinder Gill as
Internship Coordinator. Rick Leonhardt is the associate faculty member in the
entrepreneurship program.
Funding should continue for all three of the above positions.
14. Explain significant issues and/or changes that have occurred since the last comprehensive review.
The AST Business Degree has been approved and since it was easy to align it with our AA Business
degree it was a seamless morphing of the two programs.
Grant funding has supported some of the funding for the Entrepreneurial Coordinator as well as
the Internship Coordinator. Both of these positions are vital to having a complete Business
Program with all aspects of business represented at FRC.
78
15. Briefly explain significant changes expected during the upcoming year.
The new full-time business faculty instructor should continue the present programs and monitor
them for any needed changes.
APPENDIX
Attach supporting documents as appropriate.
79
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA:
PHYSICAL SCIENCES/ CHEMISTRY
NAME OF PERSON SUBMITTING THIS REVIEW: Jeanette Kokosinski
DATE OF SUBMISSION: October, 2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Provided quality instruction in the discipline of
chemistry.
Summary of Progress:
To maintain quality education in chemistry, it
is important to have resources available to
purchase instructional supplies and equipment.
The number of students enrolled in the first
semester general chemistry class has doubled
over the past year. This increased enrollment
has required the use of additional supplies and
equipment as well as the replacement of
broken glassware such as graduated cylinders,
beakers, and thermometers.
Connection to other plans:
Physical Science Program Review
Resources/Budget Needed:
Allocated resources were adequate.
Objective 2:
Provided quality instruction in the discipline of
chemistry.
Summary of Progress:
Lockable storage cabinets were purchased.
Kokosinski conducted a chemical inventory to
determine the disposal of hazardous chemicals.
Most of the chemicals earmarked for disposal
were ordered some twenty years ago and are
not being used.
Connection to other plans:
Physical Science Program Review
Resources/Budget Needed:
After speaking with Nick Boyd concerning the
removal of the hazard waste, approximately,
three thousand dollars has been requested to
complete this task.
80
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks will you take on for this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1:
Continue to offer quality education/instruction
in chemistry.
Action Plan (include who is responsible):
Kokosinski continues to teach the general
chemistry I and II courses; courses outlines were
updated to comply with the UC and CSU
transfer requirements.
Connection to other plans:
Physical Science Program Review
Resources/Budget Needed:
Staff time and money to cover course costs.
Objective 2:
Continue to offer quality education/instruction
in chemistry.
Connection to other plans:
Physical Science Program Review
Action Plan (include who is responsible):
Kokosinski continues to introduce new labs or
updated existing to comply with the UC and
CSU transfer requirements. Additional supplies
and equipment will be necessary to
accommodate the increased number of students
enrolled in the chemistry courses.
Resources/Budget Needed:
Staff time and money to cover course costs.
Objective 3:
Requested Lottery funds to purchase two new
electronic balances. Request is pending.
Summary of Progress:
These balances will replace two failed
electronic balances.
Connection to other plans:
Physical Science Program Review
Resources/Budget Needed:
Allocated resources were adequate.
81
BUDGET CHANGE REQUESTS FOR NEXT YEAR
Please provide rationale for budget changes (attach budget request sheets for entire annual budget).
Budget Request(s):
Amount
$665.20
Budget Request(s):
Amount
$1641.92
Budget Request(s):
Amount
$3,000
Account Code
1100-22050-4310
Account Code
1100-22050-6410
Account Code
1100-22050-5050
Rationale ( include connection to other plans):
Purchase chemicals, laboratory supplemental
materials, and supplies.
Rationale ( include connection to other plans):
Purchase an electronic balance and water
distiller.
Rationale ( include connection to other plans):
Remove hazard waste from the chemistry lab.
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on data provided:
16. Describe the current status of the Program/Depart/Service Area.
The increased enrollment in the general chemistry courses required the use of a larger
classroom as well as the scheduling of another laboratory section and the first semester
general course for the 2016 spring semester.
17. Explain significant issues and/or changes that have occurred since the last comprehensive review.
The significant issues necessitates the purchasing of additional instructional materials,
supplies, and equipment for students in the laboratory. These items are an
essential component to assist students in solidifying their knowledge and understanding of
the principles and theories of chemistry through the application of laboratory exercises and
activities.
18. Briefly explain significant changes expected during the upcoming year.
For the upcoming year, a significant change will be the increased enrollment in the general
chemistry I & II courses as well as the first semester general chemistry course added in the
spring semester.
82
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: EARLY CHILDHOOD EDUCATION
NAME OF PERSON SUBMITTING THIS REVIEW: SHELLEY MILLER
DATE OF SUBMISSION: OCT-30-2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Increase enrollment in the Liberal Studies
Elementary Teacher Preparation program by
providing a stipend for a coordinator for
recruitment, retention, coordination of a
two-year schedule, developing and
monitoring lab placements at PUSD,
increasing visibility of program and
providing supports to current students.
Summary of Progress:
All courses for the TMC but one have been revised
and either submitted to the Curriculum Committee
or approved. Some courses have not completed
the C-ID review process. Most have been
submitted for approval.
A schedule has been developed to insure all
required courses are scheduled over a two year
period.
We have been unable to secure resources for a
coordinator for this program, although it has been
requested for a number of years. The ECE
coordinator has volunteered to complete essential
tasks for program development only. We are
currently seeking outside funding to meet some of
the support needed for this program.
Objective 2:
Increase enrollment in the ECE program.
Summary of Progress:
An additional course, certificate and master teacher
specialization for infant/toddler care were
approved and offered to students. There will be
completers of this certificate during 2015-16. This
will also open up employment options for local
students.
ECE 140, Teaching Children with Special Needs,
was revised, approved and will be offered in spring
2016. It is generating significant interest.
83
The CWEE Handbook was revised and CWEE is
being offered every semester. Enrollment should
continue to grow in this area as awareness increases
in the ECE community.
The web pages are in progress. Detailed advising
handouts have been created.
Online courses need to be developed. In addition,
instructional workshops need to be offered for
student online success in ECE.
Visits to local child development centers were
conducted in Portola for advising and recruitment.
Objective 3:
Continue to explore additional facility space for
a dedicated classroom, infant/toddler center,
secure space for students’ private belongings and
complete the observation room.
Summary of Progress:
The observation room was completed. It is now
fully functional with the addition of sound and a
black-out curtain.
The need continues for an infant/toddler program
for training purposes and to meet student parental
needs. We are exploring outside funding for this
purpose.
We still need to find secure spaces for student’s
private belongings during lab.
Objective 4:
Monitor activity and participated on local and
statewide collaborative and projects impacting
ECE workforce development.
Summary of Progress:
We continue to participate in local and state agency
groups to stay abreast of changes impacting
workforce development.
Program Coordinator and faculty participate in
California Association for the Education of Young
Children, California Community College Early
Childhood Educators, California Mentor Program,
Child Development Training Consortium, Plumas
Early Education and Care Council, Plumas
Children’s Council, First 5 Plumas, Quality Rating
Improvement Systems Consortium.
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Objective 5:
Increase quality of instruction, student learning,
student retention and student attraction to the
program.
Summary of Progress:
Many of the furnishings and materials at the CDC
were upgraded, thanks to additional funding in
one-time instructional materials.
We continue to seek compensation of teachers at
the CDC for instructional assistance provided daily
to students.
Sessions are offered with students for completion
of applications for Child Development Permits,
but need to be regularly scheduled.
Objective 6:
Discuss and develop plans for continuation of
the ECE program upon retirement of the
current full-time faculty member.
Summary of Progress:
The job description for the full-time faculty
position in ECE was revised and approved. The
Program Coordinator conducted a presentation to
the Board of Trustees on the ECE program.
Faculty rehires are being discussed through shared
governance.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.); Will your allocated resources be sufficient given your objectives?
Objective 1:
Increase enrollment in the Elementary Teacher
Education program.
Action Plan (include who is responsible):
Submit TMC application in ETE. (ECE
Coordinator/CIO)
Identify students currently enrolled in program.
(Coordinator)
Recruit elementary school teachers as mentors for
the lab course. (EDUC Instructor)
Seek funds for honorarium for mentors.
(Coordinator)
Seek funds for fingerprint fees for lab
students.(Coordinator)
Recruit ETE students for CWEE (Coordinator).
Build visible learning community on campus.
(Coordinator)
Develop/update recruitment materials
(Coordinator)
Seek funds for coordinator stipend (Coordinator)
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There are currently no allocated resources to
complete this action plan. $3000 was requested
through the APR process the past three years but
has not been funded.
Objective 2:
Increase enrollment in the ECE program.
Action Plan (include who is responsible):
Modify 2 year schedule of classes for completion
of 12 unit short term certificate each semester.
(Coordinator)
Explore possibility of reviving ROP program with
PUSD/PCOE.(Coordinator)
Update ECE web pages. (Coordinator)
Request scheduling of ECE 153 online for summer
2016. (Coordinator)
Objective 3:
Continue to explore additional facility space for
a dedicated classroom and infant/toddler center.
Action Plan (include who is responsible):
Advocate for ECE use of portable located near the
CDC.
Objective 4:
Monitor activity and participate in local and
statewide collaboratives and projects impacting
ECE workforce development.
Action Plan (include who is responsible):
Monitor progress of revised Child Development
Permit and new ECE credential and plan for
necessary revisions to local program/curriculum.
(Coordinator)
Participate in First 5 Impact Grant and Quality
Rating Improvement Systems Consortium as they
are implemented in Plumas County.(Coordinator)
Complete required Competencies Integration
Project Mapping.(Coordinator)
Continue to participate in local and state councils
and groups.(Coordinator)
Negotiate for ECE Program Coordinator release
time or stipend to participate and complete work
on these significant projects. There are currently
no allocated resources to complete this action plan.
$3000 was requested through the APR process last
year but not funded.
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Objective 5:
Increase quality of instruction, student learning
student retention and student attraction to
program.
Action Plan (include who is responsible):
Expand mentoring options for students.
(Coordinator)
Seek honorariums for teachers in the community
working directly with FRC students. (Coordinator)
Continue to develop peer mentoring program for
new students.
Engage associate faculty in the SLOAC process.
Objective 6:
Discuss and develop plans for continuation for
the ECE program upon retirement of the
current full-time faculty member.
Action Plan (include who is responsible):
Submit retirement letter (Coordinator)
Make decision on replacement position and
schedule hiring process (Administration)
Advocate for release time or stipend for ECE
Instructor/Coordinator position.(Coordinator)
Order desk chair and monitor for new faculty
member ($500 not in budget)
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
Increase enrollment, retention and student
success in the Elementary Teacher Education
program.
Action Plan (include who is responsible):
Market the transfer degree at FRC and in the
community.
Conduct onsite visits for recruitment, advising and
student observation.
Research and provide information on online
transfer options for students.
Schedule activities and events to build a visible
learning community of ETE students, to
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disseminate information about opportunities in the
teaching field and to promote the program.
Connection to results from assessment of
student learning and/or other plans:
Strategic Planning: Increased enrollment,
student retention and student success
ECE Comprehensive Program Review, 2014
Program level SLOAC, Elementary Teacher
Education program
Objective 2:
Increase enrollment, retention and student
success in the ECE program.
Provide a stipend or continue to seek funding for a
coordinator of this program.
Resources/Budget Needed:
$3000 stipend
Action Plan (include who is responsible):
Expand online course offerings with instructional
workshop for prospective online students.
Revise program and curriculum to reflect changes
on the State level.
Provide workshops and market options for
revisions to permits and credentialing.
Communicate program changes to all
advisors/counselors.
Update website and all written information.
Continue to search for compensation for teachers
at the CDC directing and guiding students daily
Initiate peer mentoring for new students.
Continue to apply for outside funding for student
support.
Continue participation in the Child Development
Training Consortium and the California Early
Childhood Mentor Program.
Connection to results from assessment of
student learning and/or other plans:
Strategic Planning: Increased enrollment,
student retention and student success
ECE Comprehensive Program Review, 2014
Conduct site visits for recruitment, advising and
student observation.
(Coordinator for all the above)
Resources/Budget Needed:
Travel for onsite visits $300
Coordinator stipend or release time
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Objective 3:
Continue to explore space for dedicated
classroom space and infant/toddler center.
Action Plan (include who is responsible):
Make formal request to facilities committee.
Discuss with administration (Coordinator)
Connection to results from assessment of
student learning and/or other plans:
ECE Comprehensive Program Review, 2014
Education Plan: Program Goals
Resources/Budget Needed:
None for search. Funds may be needed for
renovation if space is located.
Objective 4:
Monitor activity and participate in local and
state collaboratives and projects impacting ECE
workforce development.
Action Plan (include who is responsible):
Continue membership in California Community
Colleges Early Childhood Educators and the
National Association for the Education of Young
Children
Attend CCCECE meetings
Participate in local councils and groups addressing
the needs of children and families.
Resources/Budget Needed:
$300 Travel for meetings
$150 Dues/Memberships
Connection to results from assessment of
student learning and/or other plans:
Education Plan: Faculty Load
Strategic Plan: Community Outreach
Comprehensive Program Review, 2014
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
Resource Type
Additional Staff or
Stipend
Coordinator for Elementary
Teacher Education $3000
Rationale
(include connection to other plans)
See Objective #1 2016-17. This
program is multi-disciplinary and
requires no full-time faculty member.
Consequently, the student is not
connected with a program identity or
sense of belonging.
The students can’t identify their fellow
classmates and don’t know where to
get information on campus about the
major. With planning and
coordination, ETE has potential for
attracting new students and retaining
existing students.
This need was identified in the
Program Level SLOAC for Elementary
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Human Resources and
staff support
Release time or stipend for ECE
program coordinator $3000
Staff stipends
Stipend for CDC teachers
working directly with students
$3000
Teacher Preparation and the CPR for
ECE in 2014. It also addresses
increased enrollment, student retention
and student success.
See Objectives #2 and #4 2016-17.
The spotlight is currently on the world
of ECE with new federal and state
initiatives, requirements and regulatory
changes. Whether or not any necessary
program modifications can be
completed this academic year will be
determined by the timing of final
decisions at a higher level. It is possible
that the bulk of the revisions will need
to be completed in 2016-17. It is
difficult to keep up with all the agencies
and groups involved, but is necessary
to provide students with current
information and revise the program
and curriculum accordingly. Strategic
Plan, Education Plan, CPR 2014
See Objective #2 2016-17
The preschool teachers at the Child
Development Center provide guidance
and direction to students on a daily
basis and are not currently
compensated for that work. This daily
contact plays a major role in student
retention, skill development and
student success.
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
19. Describe the current status of the Program/Depart/Service Area.
There is currently one full-time faculty member and five associate faculty members teaching in the
ECE program. During the 2014-15 academic year, the full-time faculty member taught 50% of the
courses offered and 53% in 2016-17. The full-time faculty member is in the fifth year of the Workload
Reduction Program.
The ECE program offers two degrees and seven certificates, leading to transfer and/or employment.
The Associate in Science for Transfer (AS-T) is designed for students who want to transfer to a fouryear institution, particularly to the CSU system. The Associate in Arts (A.A.) degree is designed as
both a completer program leading to employment and as a transfer option to institutions requiring
more ECE units than the AS-T.
The ECE program offers two courses for general education transfer in Area D. These six units satisfy
the Social and Behavioral Sciences Area of Emphasis for the General Studies Degree. One of these
courses is also part of the Incarcerated Student Program (ISP) course of study.
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The program for Elementary Teacher Preparation currently offers an A.A. degree in Liberal Studies.
This pathway is designed for prospective elementary teachers who intend to transfer to earn a
baccalaureate degree and a multiple subject credential. It was originally designed to articulate to CSU
Chico, for both their online and face-to-face programs. The application for a transfer model degree
for this program will be submitted in 2015-16, broadening its range of transferability.
20. Explain significant issues and/or changes that have occurred since the last comprehensive review.
The last comprehensive program review was submitted in the spring of 2014. There was a decline in
certificates and degrees awarded for 2014-15, but that will spike again in 2015-16. Otherwise, there
have been no significant changes.
21. Briefly explain significant changes expected during the upcoming year.
The full-time faculty member/program coordinator expects to retire from service in June, 2016.
Hopefully, a replacement will be hired in early spring to insure program continuity for the 2016-17
academic year.
The Child Development Permit Matrix is currently undergoing revision and a new ECE credential is
expected to be proposed. This will result in corresponding program and curriculum revisions with an
update of all program materials.
It is expected that the TMC for Elementary Teacher Preparation will be submitted and approved
during 2015-16.
Currently grant proposals are being submitted to expand ECE services and offer additional student
support. If funded, they will greatly enhance the educational experience of ECE and ETE students.
APPENDIX
Attach supporting documents as appropriate.
91
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: ENVIRONMENTAL STUDIES
NAME OF PERSON SUBMITTING THIS REVIEW: DeRuiter / Tracy
DATE OF SUBMISSION: 10/9/2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Summary of Progress:
Finalize and gain formal approval for campus
Forest and Fire Management Plan.
The Tribal EQIP project has been approved and
will move forward this Fall with the Greenville
Rancheria Crew thinning and burning on campus,
which ties in with the FFMP. Other projects from
the Plan are in progress through various ENVR
courses.
Objective 2:
Summary of Progress:
Revise ENVR major to increase student success,
allowing for higher graduation and transfer rates.
Complete. We are monitoring student enrollment,
graduation rates, and success to determine the
effectiveness of reducing our unit load for the
ENVR major requirements.
Objective 3:
Summary of Progress:
Explore opportunities for curricular
development of a certificate or degree in
sustainable agriculture.
A proposal and set of CORs for an Ecological
Agriculture Certificate has been submitted to the
Curriculum Committee for review as of 9/9/15.
The PTS Division discussed it on 9/14/15, so the
process is moving forward. We hope to offer
coursework starting Fall 2017.
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Objective 4:
Summary of Progress:
Increase budget for travel to expose more
students to appropriate field-based experiences
through courses.
Budget has stayed steady, but we have been able
transfer funds when needed to provide for
sufficient fieldtrip travel. If enrollment grows
significantly, we may need more than one van for
some courses, requiring this question to be
reexamined.
Objective 5:
Summary of Progress:
Improve student learning using up-to-date digital
tools (e.g., downloading data from digital
weather stations, using digital
spectrophotometers to analyze chemical nutrient
concentrations in soil or water, etc.); incorporate
using GIS in more ENVR labs. Improve
technology for deer collaring project.
Block grants have provided funding for a digital
weather station, new computers for the Chemistry
Lab, spectrophotometers, and deer collaring
equipment. Bridget is incorporating GIS into more
course assignments after taking the ENVR 201
course in Spring 2015.
Objective 6:
Summary of Progress:
Gain support and consensus from Professional
and Technical Division for Watershed
Restoration 4-year Degree, then submit proposal
to state.
This degree was not selected for submission to the
state, however, we continue to work on curriculum
development and state-wide relationships thanks to
course reassignments for Darla in 2015-16.
Objective 7:
Summary of Progress:
Restore Dellinger’s Pond wetland ecosystem for
instructional access.
The ENVR 251 Ecosystem Management Class
developed a Management and Project Proposal for
the property in Spring, 2015. This plan will be used
to guide future projects and activities.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.)
Will your allocated resources be sufficient given your objectives?
93
Objective 1:
Action Plan (include who is responsible):
Develop 4-year degree in Watershed Restoration
(if awarded)
This degree was not selected for submission to the
state, however, we continue to work on curriculum
development and state-wide relationships thanks to
course reassignments for Darla in 2015-16.
(DeRuiter, Tracy)
Objective 2:
Action Plan (include who is responsible):
Fully incorporate Forest and Fire Management
Plan into ENVR curriculum.
Further course assignments, labs etc. to satisfy
goals associated with FFMP. Work with
Greenville Rancheria Fire Crew as they carry out
Tribal EQIP project to maximize educational
opportunities. (all staff). Incorporate into
Sustainability Management Plan in order to include
in Shared Governance process. (DeRuiter)
Objective 3:
Action Plan (include who is responsible):
Improve trails system and reduce hazardous
fuels on campus.
In association with Tribal EQIP project, partner
with ORL Trail Building class to create trail system
that can double as fuel break. Fuel reduction
strategies include understory burning, thinning,
chipping, and burning piles. (Jury, Rust, Clayton)
Objective 4:
Action Plan (include who is responsible):
Develop “California Headwaters Center” that
encompasses all projects and programs currently
underway.
Work with entities associated with watershed,
forest health, fire, and sustainability projects to
bring everything under one “digital roof” by
developing a website that connects similar goals
and provides a common place for information
(e.g., SAT, sustainable ag effort, FFMP, ENVR
campus monitoring data, etc.). (DeRuiter, Tracy,
Jury, Rust, E. Powell, C. Reed).
94
Objective 5:
Action Plan (include who is responsible):
Explore opportunities to improve course
efficiency
Work with ENVR faculty to determine feasibility
of combining ORL 280 and ENVR 280 (Stock,
DeRuiter, Tracy). Examine possibility of offering
ORL 103 in a 9-week schedule rather than 18-week
schedule (DeRuiter, Tracy). We completed both
these tasks and they are working well.
Objective 6:
Action Plan (include who is responsible):
Support faculty attendance at professional
conference
Identify appropriate conference to attend; consider
whether bringing students is feasible (Tracy). Darla
will be brining students to the “This Way to
Sustainability” Conference in March, 2016.
Objective 7:
Action Plan (include who is responsible):
Improve monitoring of campus waterways for
better student learning as well as improved data
quality and quantity.
Purchase a higher quality water quality probe to
collect data about DO, pH, etc. to be used in
Watershed, Environmental Science, and Ecosystem
Management courses. Purchase additional field (ex.
La Motte) nitrate, DO kits and macro-invertebrate
sampling equipment so that classes can break
students into groups and take measurements at
multiple locations to improve student hands on
experience and quality of campus data. Incorporate
monitoring protocols into class lab activities.
(Tracy, Rust). All equipment purchased at end of
Spring, 2016 semester. Cancellation of ENVR 160
Watershed Management has resulted in delay of
equipment implementation until Spring 2016, when
it will be used in ENVR 142L, Environmental
Science Lab.
Objective 8: (NEW)
Action Plan (include who is responsible):
Integrate Dellinger’s Pond projects from
Management Plan into course curriculum and
Student Environmental Association activities
SEA Fieldtrips, Water and Soil monitoring,
Wildlife Habitat development, etc. Develop
interpretive sign plan. (See plan and timeline,
Appendix A). (DeRuiter and ENVR staff)
95
Objective 9: (NEW)
Action Plan (include who is responsible):
Develop a Wildland Fire Certificate and / or
Associate’s Degree in cooperation with the US
Forest Service
Develop CORs, Program Proposal, Catalog
Language, Present to Curriculum Committee
(DeRuiter, Tracy)
Objective 10: (NEW)
Action Plan (include who is responsible):
Develop a A.S. in Environmental Science
Put program proposal through Curriculum
Committee and submit to state (Tracy)
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
Develop 4-year degree in Watershed
Restoration (if awarded)
Connection to results from assessment of
student learning and/or other plans:
ENVR APR 2014-15
Action Plan (include who is responsible):
Work to develop curriculum, program promotion,
build relationships with faculty at universities,
collect career information, etc. (DeRuiter)
Resources/Budget Needed:
N/A
Objective 2:
Integrate Dellinger’s Pond projects from
Management Plan into course curriculum and
Student Environmental Association activities
Action Plan (include who is responsible):
Implement interpretive sign plan and wildlife
monitoring, install scope and seating. (DeRuiter)
Connection to results from assessment of
student learning and/or other plans:
Dellinger’s Pond Management and Project
Proposal (ENVR 251). See Appendix A.
Resources/Budget Needed:
TBD by ENVR 251 class, Spring 2016; Permanent
Scope: $4300. Site improvements (road base,
seating, signate): $3200
Objective 3:
Develop a Wildland Fire Certificate and / or
Associate’s Degree in cooperation with the US
Forest Service
Connection to results from assessment of
student learning and/or other plans:
Directive from CIO, Fits with ENVR SLOs
Action Plan (include who is responsible):
Complete curriculum development, shepherd it
through regional and state processes, and begin
offering courses. (DeRuiter, Tracy, Lerch)
Resources/Budget Needed:
Undetermined at this point
96
Objective 4:
Improve recruitment and outreach efforts
Connection to results from assessment of
student learning and/or other plans:
ENVR APR 2013-14, ENVR APR 14-15
Objective 5:
Finalize Ecological Agriculture Certificate
approval process (See Appendix B)
Connection to results from assessment of
student learning and/or other plans:
ENVR APR 14-15
Action Plan (include who is responsible):
Continue to improve website, social media efforts,
develop a video highlighting exciting activities of
program. (all staff). Invite local middle- and highschool classes to participate in our class activities.
Visit appropriate high schools. (DeRuiter, Tracy)
Resources/Budget Needed:
N/A
Action Plan (include who is responsible):
Following Curriculum Committee and shared
governance approval, gain approval through
regional and state processes for transcribable
certificate (DeRuiter)
Resources/Budget Needed:
N/A
Objective 6:
Fully incorporate Forest and Fire Management
Plan into ENVR curriculum. Update timeline
beyond 2016.
Connection to results from assessment of
student learning and/or other plans:
ENVR APR 2013-14, ENVR APR 14-15
Action Plan (include who is responsible):
Further course assignments, labs etc. to satisfy goals
associated with FFMP. Continue to implement the
plan per timeline. (all staff). Timeline update (Jury)
Resources/Budget Needed:
N/A
Objective 7:
Explore opportunities to improve course
scheduling and curricular improvements
Action Plan (include who is responsible):
Determine whether certain core courses should be
offered biennially instead of every year to increase
enrollment. Explore the possibility of providing
concentration options to the ENVR major, similar
to what the Ecological Agriculture proposal
developed. Provide resources (mileage and driver)
for second van when needed for larger courses.
(Tracy, DeRuiter)
Resources/Budget Needed:
$815
Connection to results from assessment of
student learning and/or other plans:
ENVR APR 2014-15
Objective 8:
Improve success of Hatchery Certificate.
Connection to results from assessment of
student learning and/or other plans:
Hatchery Certificate Course SLOs
Action Plan (include who is responsible):
Class schedule revised for better flow. (DeRuiter,
Tracy). Purchase of fish specimens and equipment
to preserve additional specimens necessary to better
address student learning outcomes. (Fuller)
Resources/Budget Needed:
$500
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NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
Dellinger’s Pond Infrastructure
(seating, natural blind, turtle
perches, observation deck)
Dellinger’s Pond Interpretive
Signage
Resource Type
Facilities Staff
Facilities Staff
Dellinger’s Pond Mounted
Binoculars
Facilities Staff
Driver for 2nd Van in larger
Courses
Temp Staff
Fish for academic fish collection
and equipment to preserve more
Instructional Equipment
Rationale
(include connection to other plans)
See next year Objective 2. Dellinger’s
Pond Management and Project
Proposal.
See next year Objective 2. Dellinger’s
Pond Management and Project
Proposal.
See next year Objective 2. Dellinger’s
Pond Management and Project
Proposal.
See next year Objective 7. DeRuiter no
longer needs college accommodations
for van driving, so driver expenses will
come out of ENVR budget for larger
classes. (Appendix C has details).
See next year Objective 8.
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
22. Describe the current status of the Program/Depart/Service Area.
DataMart shows our FTES declining significantly over the last three years:
2012-13
46.05
2013-14
37.06
2014-15
33.28
We are concerned about this trend and are working hard to change it. We implemented a revised
major with fewer units required last year, in hopes that it will speed up the program for students and
thus be more attractive. We are making a concerted effort to participate in recruiting and outreach
activities and strategize ways to contact more potential students (e.g., improve our website and social
media).
Other data that we found interesting:
 Our male / female ratio seems to be getting more balanced. During the Fall 2014 semester, it
was 62% male, which was actually lower than most past semesters. During the 2015 calendar
year, 53% of students were male.
 We have a 79% success rate in our courses, reflected by students earning a C or better. This is
approximately the same – about 1% lower – as the campus-wide success rate, showing that we
have a rigorous yet fair program.
 We have graduated an average of 5 students annually for the last three years. We strive to
double that number!
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The ENVR program contributes significantly to campus and community life through programs and
events such as Earth Week, the Wild and Scenic Film Fest, Book in Common events, Spring
Environmental Film Series, Student Environmental Association projects, etc.
23. Explain significant issues and/or changes that have occurred since the last comprehensive review.
We developed and implemented a new, lower-unit associate’s degree that we hope in the long run
will draw and attract more students and allow a higher graduation and transfer rate. In the short
term, the lower number of required ENVR units has negatively affected our FTES in ENVR
classes even while graduation rates have remained steady.
Little movement has occurred at the regional or state level regarding an Associate’s Degree for
Transfer in Environmental Science. We are therefore pursuing a local degree in Environmental
Science.
24. Briefly explain significant changes expected during the upcoming year.
Beyond what has already been captured in the above goals, we anticipate the movement of an AS in
Environmental Science, a certificate in Ecological Agriculture, Wildland Fire Management, and ENVR
degrees with a series of concentrations that parallel our current certificates.
We are pleased that the Hatchery / ENVR Instructional Assistant position has been increased to
100% and Adam Fuller has been hired in this position. We expect him to contribute in unforeseen
ways into the future.
We also anticipate continuing to work on the 4-year degree in Watershed Restoration, in the hopes
that it may be queued up when the current pilot program expires. We feel strongly that this program is
an excellent fit for FRC and could attract many students.
APPENDIX
Attach supporting documents as appropriate.
 Appendix A: Dellinger’s Pond Learning Facility: Management & Project Proposal, Baseline Data
and History (2015).
 Appendix B: Ecological Agriculture Certificate Proposal Documentation
 Appendix C: ENVR Van Driving Budget for Darla DeRuiter
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ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: GEOLOGY/GEOGRAPHY
NAME OF PERSON SUBMITTING THIS REVIEW: Tracy
DATE OF SUBMISSION: 10/30/2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Summary of Progress:
Get courses approved as C-ID equivalents.
Courses have been submitted for C-ID review.
One course, GEOL 102, was sent back for editing.
The suggested changed have been made and the
course is back in line in curriculum. We are waiting
for news on other courses.
Objective 2:
Summary of Progress:
Develop and Geology TMC.
A Geology TMC in awaiting review by the
curriculum committee.
Objective 3:
Summary of Progress:
Facilitate student completion of the Elementary
Teacher Prep TMC.
New courses including GEOL 120 (Introduction
to Earth Science), GEOG 125 (World Regional
Geography) and PHYS 140 (Introduction to
Chemistry and Physics) have been added to the
curriculum to accommodate this TMC. GEOL 120
will be taught spring 2016. The others course have
not yet been scheduled.
Objective 4:
Summary of Progress:
Clean up classroom spaces to facilitate student
learning.
All the geology classes have been moved into
Forestry 403. Last spring Tracy worked with a
workstudy student to clean up that classroom and
we secured 12 new computers for Chem 400 that
can be used for some science labs and activities.
100
Objective 5:
Summary of Progress:
Improve website.
There is a website presence, but it could be
improved with more photographs, etc.
Objective 6:
Summary of Progress:
Work to build better campus community for
students pursuing physical sciences.
Not much progress was made on this front.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.)
Will your allocated resources be sufficient given your objectives?
Objective 1:
Improve Curriculum Diversity and
Transferability
Action Plan (include who is responsible):
Actions (Tracy)
 Make corrections to CORS and re-submit
courses as necessary to C-ID reviewers, so
geology and geography courses can be used
in TMCs.
 Move Geology TMC through curriculum
committee.
 Move local geology and geography degrees
through curriculum committee.
 Work with 4-year schools to improve
course-to-course articulation agreements
for geology and geography classes.
 Develop curriculum to teach Historical
Geology and Earth Science.
 Expand field trip options to improve
student learning.
Need for Resources
 The Student Travel Budget was exceeded
last year by nearly $80.00. The same
problem is likely to occur this year. Last
year’s APR requested an increase in student
travel spending that was not granted.
101
Objective 2:
Action Plan (include who is responsible):
Continue to Improve Classroom Space
Actions
 Continue to clean-up Forestry 403 and
Chem 400, to improve the student learning
environment. (Tracy with Kokosinksi)
Objective 3:
Action Plan (include who is responsible):
Continue to work to build better campus
community for students pursuing physical
sciences.
Actions (Tracy)
 Plan an informational meeting/science
night where students can meet each other
and learn about transfer options, degree
paths, etc.
Need for Resources
 A small budget for student activities was
requested through the last APR, but was
not granted.
NEW - Objective 4:
Action Plan (include who is responsible):
Maintain and improve astronomy facilities on
campus, to support student learning the
Introduction to Astronomy and the new
Introduction to Earth Science course.
Actions
 Relocate the observatory (Arrowsmith and
Boyd).
 Send the FRC telescope in for needed
maintenance (Arrowsmith).
 Procure some additional telescope
accessories to support an Intro Astronomy
lab section next fall (Arrowsmith).
Need for Resources
 Boyd and Arrowsmith have identified a
new location for the observatory behind
the dorms and have estimate cost of $8500
to complete the move.
 The estimate for FRC telescope
maintenance is $1200.
 The estimate for desired telescope
accessories is $800.
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NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
Action Plan (include who is responsible):
Improve Curriculum Diversity and
Transferability
Continue to work towards C-ID course acceptance.
Continue to work to develop new local degrees in
geology and geography as well as a geography
TMC.
Continue to work to improve articulation
agreements for geology and geography courses.
Develop curriculum for new courses.
Improve student learning through expanded field
trips. (Tracy)
Hire faculty to teach the geography and physics
classes that Tracy cannot teach to support the
Elementary Teacher Prep TMC (Tracy – Lerch)
Connection to results from assessment of
student learning and/or other plans:
Physical Science CPR 2014
Strategic Plan Direction II
Resources/Budget Needed:
Expanding field trip budget from $150 to $300 will
facilitate a trip to Mt. Lassen, etc.
Hire new faculty to teach GEOG 125 and PHYS
140.
Objective 2:
Action Plan (include who is responsible):
Continue to work to build better campus
community for students pursuing physical
sciences.
Plan an informational meeting/science night where
students can meet each other and learn about
transfer options, degree paths, etc.
Consider the option of re-instituting the volcanoes
field trip weekend class or developing a physical
science major’s intro class.
(Tracy)
Connection to results from assessment of
student learning and/or other plans:
Physical Science CPR 2014
Strategic Plan Direction II
Resources/Budget Needed:
Adding a budget for student events. $50.00
103
Objective 3:
Action Plan (include who is responsible):
Maintain and improve astronomy facilities on
campus, to support student learning the
Introduction to Astronomy and the new
Introduction to Earth Science course.
Plan an informational meeting/science night where
students can meet each other and learn about
transfer options, degree paths, etc.
Consider the option of re-instituting the volcanoes
field trip weekend class or developing a physical
science major’s intro class.
(Tracy)
Connection to results from assessment of
student learning and/or other plans:
PHSC 120 SLO Assessment
Strategic Plan Direction II
Resources/Budget Needed:
Adding a budget for student events. $50.00
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
Resource Type
Faculty hires
Hire faculty to teach GEOG 125
(Fall 2016) and PHYS 140
(Spring 2017).
Expand field trip budget
Add activities budget
Relocate campus observatory
Maintain and improve campus
telescope
GEOL budget increase
GEOL budget increase
GEOL (or other?)
budget increase
Facilities Assistance
GEOL (or other?)
budget increase
Rationale
(include connection to other plans)
Faculty needed to teach courses
required by Elementary Teacher Prep
TMC and course will also improve the
breadth of offerings on our campus.
Next year objective 1.
To improve student learning.
Next year objective 1.
To improve student experience and
success.
Next year objective 2.
To improve student learning.
See this year objective 4 and next year
objective 4.
To improve student learning.
See this year objective 4 and next year
objective 4.
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SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
25. Describe the current status of the Program/Depart/Service Area.
The program is substantially the same as it has been in the past several years.
26. Explain significant issues and/or changes that have occurred since the last comprehensive review.
No major changes have yet occurred since the 2014 CPR.
27. Briefly explain significant changes expected during the upcoming year.
The addition of new course offerings, such as GEOL 120 (Introduction to Earth Science), GEOL 104
(Historical Geology), GEOG 125 (World Regional Geography), and PHYS 140 (Introduction to
Physics and Chemistry) and the switch to offering GEOL 102 (Physical Geology) to only one semester
per year may influence enrollment in area courses. It remains to be seen whether this will have a
positive or negative impact on student enrollment in geology classes and if the other classes will attract
adequate enrollment to be sustainable.
In addition, the introduction of local geography and geology degrees and a geology TMC are in the
works. Hopefully this options will be attractive to certain students who are currently not leaving with a
degree or are getting a more general degree from FRC. Ideally the presence of these degrees will attract
better student enrollment in these course areas.
APPENDIX
Attach supporting documents as appropriate.
105
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: HATCHERY
NAME OF PERSON SUBMITTING THIS REVIEW: Adam Fuller
DATE OF SUBMISSION: Oct-30-2015
MANAGEMENT AREA (check one):
X
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
[Adam Fuller started service in August 2015 only]
Objective 1:
Summary of Progress:
Objective 2:
Summary of Progress:
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.)
Will your allocated resources be sufficient given your objectives?
Objective 1:
Action Plan (include who is responsible):
Increase student interest in the hatchery and
related classes as well as community
knowledge and engagement with the facility
Adam Fuller: Advertise - update website and
facebook page with pictures and information.
Make an informational brochure and/or
poster. Invite local high schools or summer
camps for tours. Talk to some
commercial/governmental aquaculture places
to try and make a direct link between attending
school here and employment opportunities.
Get more than 5 students taking the
aquaculture class.
106
Objective 2:
Action Plan (include who is responsible):
Get the hatchery fully operational again and
work to tie it in with teaching needs
Adam Fuller: Replace parts to get all the
various broken lights, aerators, and pumps up
and running again. Dredge ponds. Clean and
tidy up. Get power cords hung in hatchery
barn to avoid extension cords running all over
the ground. Raise a group of trout from eggs.
Get hatchery building aquariums functioning
and stocked with educationally-useful
organisms (section 1 of the appendix). I’d also
like to figure out a way around the need to
dechlorinate the water supply, but I need to
investigate the practicality of alternatives first.
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
Address some issues with the aquaponics system
Connection to results from assessment of
student learning and/or other plans:
Aquaponics is a big up-and-coming thing in the
aquaculture industry, and so far my students
have shown a whole lot of interest in the topic.
Also, possible connection with any plant-based
agriculture program.
Action Plan (include who is responsible):
Adam Fuller: I want to get the aquaponics system
out of the hatchery shed if possible. Power is
insufficient, natural light is not available, and it's in
the way. This means either adding a greenhouse or
possibly a run of grow troughs along the outside of
the hatchery (section 2 of the appendix has some
ideas for this) .
Resources/Budget Needed:
This would require a greenhouse or other new
construction. On the plus side, we could avoid
electrical expenses for lights (though some heating
might be needed in midwinter). There may be
liability issues with selling food plants raised in the
system, but flowers and other ornamentals could
perhaps be sold. For now I just need to discuss the
idea with administration and facilities to solidify
them, once that’s done I’ll submit an estimated cost
for a future year.
107
Objective 2: Build up the potential of the
hatchery for conservation related work
Connection to results from assessment of
student learning and/or other plans:
Raising species for restocking is a perfect
tie-in with watershed restoration program,
and makes the hatchery more relevant to
students interested more in the natural
resources side of things as opposed to the
pure aquaculture side of things. Also,
conservation work may be a good fit for the
smaller size of our system and could also
potentially be a source of grant money.
Action Plan (include who is responsible):
Adam Fuller: First, I need to make sure the
hatchery is in good shape and functional, with
protocols worked out and success keeping ordinary
fish alive before trying for anything rare. Second, I
need to make contacts with people doing
conservation work in the area, identify opportunities
to help, and make sure I’m ok for permitting and
regulatory concerns.
Resources/Budget Needed:
This is unlikely to cost the school anything other
than general operating/miscellaneous expenses. As
near as I can tell from the budget, the hatchery is
going through about $2000 a year and has $7000 in
reserve.
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
Greenhouse construction
Resource Type
Facilities
Rationale
(include connection to other plans)
I need to get sites and building plans
considered and costs estimated
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
1. Describe the current status of the Program/Depart/Service Area.
It’s in a rebuilding stage. I’m still getting the kinks worked out, the broken stuff fixed, and learning the
best way to deal with new problems. I think progress is coming along well.
2. Explain significant issues and/or changes that have occurred since the last comprehensive review.
Since I’ve been hired I have gotten the ponds re-dug thanks to some excellent help from facilities and
Wilburn construction. I’ve gotten the aquaponics system cleaned up a bit and capable of running all 4
108
lights (on a 2 on-2 off cycle to avoid tripping the circuit breaker). I’ve done a lot of repair-work and
parts ordering on various broken filters and lights. I’ve sold trout, have someone interested in buying
more, and sold a couple of fish from the aquariums as well.
3. Briefly explain significant changes expected during the upcoming year.
I plan on getting trout eggs, likely in early January to avoid having baby fish in the hatchery while I am
driving my household cross-country. I’ll also be stocking the aquariums as relevant animals become
available at good prices. Other than that I’m mostly just planning repairs and improvements, like better
electrical outlet placement in the barn, piping recirculating system water to the hatchery building, and
getting the water reservoir painted white to reduce solar heating.
APPENDIX
Attach supporting documents as appropriate.
1) Some ideas for connecting the hatchery with educational needs:
Useful organisms: When I taught labs in Alabama we used blackworms and daphnia as model organisms
in biology labs. Both are naturally produced in the hatchery: blackworms grow in the settling tank and
daphnia are in the ponds. I have ideas for increasing the production of both for use as fish food, but
they may prove useful for labs as well. Blackworms in particular are suitable for showing the effects of
chemicals on the circulatory systems, and daphnia can be used to demonstrate population dynamics in a
test tube. I’ve already provided tadpoles, frogs, and pond-microorganisms for Anna to use.
For upper level classes, I’d like to utilize fish from our systems for the fish class. The aquaculture system
and the aquariums we have make it possible to let students observe a range of living fish, which is not
something every college can offer. It also provides a source of fresh fish for dissections, and if timed
properly a series of developing eggs as well.
Likewise, if the demand is ever there and if it fits into one of our course series, I’d love to teach a class
on invertebrates. Once the saltwater tanks are stocked again, between them and the local freshwater
invertebrates and terrestrial insects I would have a perfect opportunity to show live examples of a huge
variety of invertebrate life from a number of different phyla.
2) Some brainstorming for aquaponics system:
The system as it stands could be moved directly into a greenhouse, but the one currently on campus is
probably too small (and seems to be in use for other purposes). There are some spots on the hatchery
grounds that might be suitable for one (the far end of the ponds is a possibility).
To avoid the need for a whole new building, it might be possible to attach a “lean to” style area to the
edge of the hatchery building itself. This would need to be done on the south side of the building, which
is immediately adjacent to a culvert running between the building and the football field. The area gets
plenty of sun and backing up against the hatchery would reduce building costs and heating costs.
Footprint could also be decreased because the “fish” portion of the operation could remain inside,
connected by pipes through the wall. As a result, only enough space for plants would be needed. On the
downside, however, it would be necessary to build over the culvert which might prove difficult. I’ve
included a diagram to explain the idea. Someone who knows more about building will have to tell you if
it’s practical.
109
110
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: HEALTH AND EXERCISE
STUDIES/ATHLETICS
NAME OF PERSON SUBMITTING THIS REVIEW: Merle Trueblood
DATE OF SUBMISSION: 10/31/14
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1: Add Men's cross country / track.
Summary of Progress: Right now, Men’s Cross
Country and Track have not been added.
However, Sand Volleyball was added, and
appropriate committees will have to reevaluate
the addition of this program against the
recommendation of adding men’s cross country
and track.
Objective 2:
Summary of Progress:
Objective 3:
Summary of Progress:
Objective 4:
Summary of Progress:
111
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1: Continue to advocate adding Men’s
Cross Country and Track & Field
Action Plan (include who is responsible):
Work with appropriate committees to include
this program.
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
Approximately $45,000
Objective 2: Relocate the Athletic/Academic
advisor to be more centrally located to the
primary student population that he serves.
Action Plan (include who is responsible):
Identify an office that accommodates this
objective and work with facilities to relocate the
advisor.
Connection to results from assessment of
student learning and/or other plans:
Title IX, Strategic Planning, Ed Plan
Objective 3:
To support the realignment of the ORL, Athletic
Department, and Equine Studies facilities and
their respective classrooms.
Connection to results from assessment of
student learning and/or other plans:
Action Plan (include who is responsible):
Work with appropriate committees to include
this program.
Objective 4:
Add 1 game management position to help with
the additional out of season and regular
competition duties for athletic events.
Connection to results from assessment of
student learning and/or other plans:
Action Plan (include who is responsible):
Work with appropriate committees to include
this position.
Resources/Budget Needed:
Approximately $45,000
Resources/Budget Needed:
Approximately $45,000
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2015-16)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.) Note: criteria used in the prioritization of requests include the overall financial impact of the
request, whether or not the request represents an uncontrollable increase, the request’s impact on safety,
the request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
112
Objective 1: To restructure the Athletic
Training to include a head athletic trainer and 2
full time assistants. All Management exempt.
Action Plan (include who is responsible):
Work collaboratively with the HES department
and our insurance company to ensure coverage.
Connection to results from assessment of
student learning and/or other plans:
Retention, recruiting, liability, safety,
Title IX, Strategic Planning, Ed Plan
Resources/Budget Needed:
$85,000.
Objective 2: Add 1 game management /
equipment manager position to help with the
additional out of season and regular competition
duties for athletic events.
Connection to results from assessment of
student learning and/or other plans:
Action Plan (include who is responsible):
Work with appropriate committees to include
this position.
Resources/Budget Needed:
$54,000
Objective 3: Continue to advocate adding Men’s Action Plan (include who is responsible):
Cross Country and Track & Field
Work with appropriate committees to include
this program.
Connection to results from assessment of
Resources/Budget Needed:
student learning and/or other plans:
Approximately $45,000
Objective 4: To upgrade and move the on
campus weight room to the evacuated facilities
building.
Connection to results from assessment of
student learning and/or other plans:
Action Plan (include who is responsible):
Work with appropriate committees to include
this program.
Resources/Budget Needed:
Approximately $278,000
Objective 5: Relocate the Athletic/Academic
advisor to be more centrally located to the
primary student population that he serves.
Action Plan (include who is responsible):
Identify an office that accommodates this
objective and work with facilities to relocate the
advisor.
Resources/Budget Needed:
None known at this time.
Connection to results from assessment of
student learning and/or other plans:
Title IX, Strategic Planning, Ed Plan
Objective 6: Practice gym HES classes, and
community events.
Connection to results from assessment of
student learning and/or other plans:
Title IX, Strategic Planning, Ed Plan
Action Plan (include who is responsible):
Work collaboratively with foundation to ensure
practice site while the MPB gym remodel is
being implemented.
Resources/Budget Needed:
$450,000
113
Objective 7: Add 1 new female sport to ensure
Title IX compliance
Connection to results from assessment of
student learning and/or other plans:
Title IX, Strategic Planning, Ed Plan
Action Plan (include who is responsible):
Meet with Title IX committee to determine
which Sport would be best to add.
Resources/Budget Needed:
$54,000
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
New Game
Management Position
Resource Type
Additional Staff
Rationale ( include connection to other plans):
See next year objective 2
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
28. Describe the current status of the Program/Depart/Service Area.
We have hit a new number of student athletes enrolled at FRC – 392 for 15-16 year. But this has
severely strained our resources and our staff. Morale is at an all time low among the department with
little to no support.
29. Explain significant issues and/or changes that have occurred since the last comprehensive review.
CCCAA regulations continue to force us to evaluate our current staffing model, an additional
intercollegiate sport successfully completed their inaugural year and the enrollment has increased,
which has added additional duties on the athletic support and athletic training staff and its facilities.
Coaching staff turnover and housing issues for student athletes are primary areas of concern,
30. Briefly explain significant changes expected during the upcoming year.
We hosted 159 home athletic events and the addition of the Non Tradition Season of Sport by the
CCCAA has increased the workload for the staff overall, and increased administrative
responsibilities as well. But there has been no new funding or personnel support added to help ease
the strain.
APPENDIX
Attach supporting documents as appropriate.
114
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: HEALTH & EXERCISE
STUDIES/ATHLETICS/ATHLETICS LOCAL REVENUE
NAME OF PERSON SUBMITTING THIS REVIEW: Merle Trueblood
DATE OF SUBMISSION: 10/31/15
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1: Continue to use Athletics Local
Revenue to help enhance overall Athletic
Department needs as they relate to
intercollegiate, intramural and/or club sports.
Summary of Progress: This budget
continues to provide minimal support for the
Athletic department functions. The support
is directly relevant to revenue raised and not
from funds allocated by the General Fund.
Objective 2:
Summary of Progress:
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1: Continue to use Athletics Local
Revenue to help enhance overall Athletic
Department needs as they relate to
intercollegiate, intramural and/or club sports.
Action Plan (include who is responsible):
Currently the athletic department is
collecting revenue from athletic events to
help supplement future events and/or needs
of the department. (Merle Trueblood)
115
Objective 2:
Action Plan (include who is responsible):
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in the prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1: Continue to use Athletics Local
Revenue to help enhance overall Athletic
Department needs as they relate to
intercollegiate, intramural and/or club sports.
Action Plan (include who is responsible):
Look for ways to increase revenue raised from
attendance at sporting events. Consider
increasing admission costs. (Merle Trueblood)
Connection to results from assessment of
student learning and/or other plans:
Strategic Planning
Resources/Budget Needed:
Can only use revenue raised – not general fund
monies.
Objective 2:
Action Plan (include who is responsible):
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
Example: Staff training
on effective written
communication
Example: 1 new
clerical staff member
Resource Type
Professional
Development
Additional Staff
Rationale ( include connection to other plans):
See current year objective 2
See next year objective 3
116
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
31. Describe the current status of the Program/Depart/Service Area.
Athletics Local Revenue is a revenue-only based budget. Its effectiveness is completely based on
revenue raised by the athletic department at events. Whatever monies are NOT used by the
department are then ‘absorbed’ back into the general fund.
32. Explain significant issues and/or changes that have occurred since the last comprehensive review.
Last year, a community camp, Aikido, was hosted at FRC. There was no identifiable budget at the
time to use in order to execute the financial side of contracting with the Aikido Director. It was
decided that this particular budget could be augmented to accommodate the needs of both FRC and
Aikido. However, the revenue left on the ‘table’ was never properly distributed to the Athletic
Department and we lost out on all that revenue, nearly $1,000.
33. Briefly explain significant changes expected during the upcoming year.
Perhaps there will be an increase in admission prices, however, that may also be a deterrent for
people who attend sporting events. It is assumed that this budget might be used again as the Aikido
director has expressed interest in having his camp here again this year. More research needs to be
done on how to properly secure the revenue and distribute it fairly among the athletic department.
APPENDIX
Attach supporting documents as appropriate.
117
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: INSTRUCTION/HEALTH AND
EXERCISE STUDIES/ATHLETIC TRAINING
NAME OF PERSON SUBMITTING THIS REVIEW: JUAN NUNEZ
DATE OF SUBMISSION: 10/28/15
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1: Continue to advocate that the
assistant athletic trainer be moved to a
fulltime position.
Summary of Progress: As of submission of
this APR, this objective has not been met. A
new personnel model has been proposed to
the office of Instruction and I am waiting for
guidance on how to proceed. See Next Years
Goals and Objectives.
Objective 2: Build custom whirl pool tables
for student athletes to use for injury
prevention and rehabilitation under the
supervision of the athletic training staff.
Summary of Progress: New tables have not
been built, however, new whirl pools and
other necessary equipment was purchased.
Not all necessary equipment has been
purchased to operate athletic training room
and HES classes at an optimal level.
Objective 3: Research the feasibility of
hiring a stipend Graduate Assistant to
enhance the athletic training services for
students.
Summary of Progress: As of the submission
a voluntary GA has been brought on staff. It
has helped with demands of the training
room, but a volunteer GA is an unpredictable
asset and a more permanent solution should
be researched. But the primary focus is to
make the assistant athletic trainer a fulltime
position before a GA is hired.
118
Objective 4: Purchase an athletic training
vehicle that would assist in the
transportation of equipment, supplies, and
injured student athletes.
Summary of Progress: This continues to be a
need as the campus is quite spread out and
most practices occur at the same time and
the ability to provide coverage at those areas
is strained as the current golf carts are
continuing to age. Right now the only
vehicle that can transport injured athletes
requiring some level of immobility due to
their injury is not operating. The other
vehicles on loan from the Facility
department aren’t meeting all of our
transportation needs.
Objective 5:
Summary of Progress:
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1: Continue to advocate for a
permanent, 100% fulltime certified athletic
trainer.
Action Plan (include who is responsible):
Work with the President, Human Resources, the
Athletic Director, the CSEA union, and the
Budget Committee to address the need of this
position. The increase of student athletes, the
expansion of athletic programs, and the new
CCCAA requirements are too much of a
demand on the only current fulltime athletic
trainer. Right now a new model for staffing
the Athletic Training program has been
presented to the Office of Instruction (Derek
Lerch), the Division Chair, the Department
chair, and the Athletic Director. HES
meetings have discussed the importance of
having more athletic training staff and how
certain HES classes and students are being
underserved due to the staffing constraints
currently in place.
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Objective 2: Identify and expand athletic
training room services and facilities to
accommodate increasing demands of
athletic training for student athletes.
Action Plan (include who is responsible):
With the expansion of sports programs
offered (sand volleyball and increase in
student participation in current programs
offered) the ability to treat/rehab student
athletes is becoming a problem. Limited
space slows the accessibility to equipment
and treatment stations, thus reducing the
student’s time they can be in the ‘classroom’
(fields or gym). Continue to work with Nick
Boyd, facilities committee, and Merle
Trueblood.
Objective 3: Increase supplies and have
current equipment, such as ‘stim’ machines,
serviced.
Summary of Progress:
There was no increase in the budget to
purchase supplies to accommodate needs of
students. Secure quotes from companies that
can service current equipment.
Objective 4: Research the feasibility of hiring Summary of Progress:
a stipend Graduate Assistant to enhance the As of the submission date a GA has not been
athletic training services for students.
hired; but there is a volunteer GA in the
program. The primary focus is to make the
assistant athletic trainer a fulltime position
before a GA is hired.
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.) Note: criteria used in the prioritization of requests include the overall financial impact of the
request, whether or not the request represents an uncontrollable increase, the request’s impact on safety,
the request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1: Continue to secure additional
staffing for the Athletic Training program.
Action Plan (include who is responsible):
If the model proposed is not implemented and
some sort of staffing restructure is not done, it is
likely to say that students, coaches, and the
athletic training discipline will suffer. New
legislation is straining the already suffering
athletic training program, and currently there are
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3 volunteers who help when they can to meet
the needs of students.
Connection to results from assessment of
Resources/Budget Needed:
student learning and/or other plans:
Office of Instruction, Academic Senate,
The HES/Kinesiology transfer degree and
Classified Senate, HR, and Budget Committee
Athletic Training certificate are suffering because need to collaborate on how to address the
of the lack of classroom space, courses are over
staffing of the Athletic Training program.
enrolled, and lack of a fulltime faculty member
teaching courses that would support this degree.
The trend of enrollment has shown a dramatic
increase in interest from students.
Objective 2:
Increase the athletic training area, which also
increases classroom area.
Connection to results from assessment of
student learning and/or other plans: This
would increase classroom area that impacts the
HES Kinesiology Degree and Athletic Training
certificate. This has a direct impact on student
learning.
Objective 3: Purchase whirl pool tables.
Connection to results from assessment of
student learning and/or other plans: Whirl
pool tables have a direct impact on the recovery
and prevention of injuries, and they help
organize and keep a stable environment for
students who are learning and being treated at
the same time. These tables help both the
athletic training program, and the transfer degree
and certificate. One time purchase
Objective 4: Purchase transportation cart used
for moving supplies and equipment, and injured
students. One time purchase
Action Plan (include who is responsible):
Right now there is a plan to relocate departments
on campus. This could potentially alleviate some
of the congestion and increase classroom space.
Resources/Budget Needed: Facilities
committee, general fund.
Action Plan (include who is responsible):
Secure bids for tables and purchase most feasible
option.
Resources/Budget Needed:
$1800
Action Plan (Include who is responsible)
Secure bids and purchase most feasible option.
Work with athletics as this would serve whole
department.
Resources/Budget Needed:
$8500
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NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
Make current assistant
athletic trainer position
into a fulltime, certified
athletic trainer
position.
1 new Graduate
Assistant
Expansion of athletic
training space
Purchase
transportation cart
Resource Type
Rationale ( include connection to other plans):
See objective 1
Human Resources
Additional Staff
Facilities
General Fund
See objective 1
See objective 2
See objective 4
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
34. Describe the current status of the Program/Depart/Service Area.
Right now the current status of the athletic training room is inadequately providing services for it’s
student. Time slots have been reduced for treatment, supplies have been scaled back and injury
prevention is now prioritized, at best. Limited number of students are enrolling in the Athletic
training lab class which have to take place during peak training room hours for optimal learning. The
facility we call training room at this time cannot handle student athletes, staff, and Lab students at
the same time. The limited space and limited staffing create a detrimental environment for our
educational and athletic programs. At the current rate of hours being used, the assistant athletic
trainer will be out of available hours to work by March, 2016.
35. Explain significant issues and/or changes that have occurred since the last comprehensive review.
There have been regulation changes at the state (CCCAA) level that are now requiring more athletic
training services be available. Additionally, FRC in partnership with our student health insurance
now provides impact test (baseline computer concussion test) to all our student athletes as part of
their pre-season screening. FRC added (Sand Volleyball) two years ago, the numbers of participants
has increased the demand on the current athletic training model is taking a toll on the staff, supplies,
and facilities.
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36. Briefly explain significant changes expected during the upcoming year.
Not so much ‘expected’ but I am hoping that the new faculty/additional classified staff proposal
that is in the office of instruction will be seriously considered and implemented. This restructure of
the Athletic Training program will help generate FTE, serve our students and student athletes better,
and will be instrumental in making athletic training services more functional and optimal at the same
time. The addition of a fulltime faculty position will allow the transfer degree and certificate to have
a more solid educational validity.
APPENDIX
Attach supporting documents as appropriate.
123
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA:
INTERCOLLEGIATE BASEBALL
NAME OF PERSON SUBMITTING THIS REVIEW: Terry Baumgartner
DATE OF SUBMISSION: 10/7/15
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Summary of Progress:
To update and remodel the outdoor hitting facility.
Terry Baumgartner (baseball coach) and Meredith
Aragon (softball coach) have been working with local
community members, past parents, and alumni to
develop plans for a new baseball/softball hitting
facility. Progress has been slow due to lack of funds.
Objective 2:
Summary of Progress:
Objective 3:
Summary of Progress:
Objective 4:
Summary of Progress:
Build a coaches locker area/storage area onto the
existing clubhouse for the coaches to store
equipment, uniforms, and supplies.
To stabilize assistant coach salaries and create
continuity in the program.
To achieve minimum contract numbers.
Alumni and community members have offered
resources to make this happen. The baseball
coaching staff is actively seeking more resources for
this project. The current clubhouse is too small to
accommodate all the equipment, uniforms, and
supplies. The estimated cost of this project is around
$9,000.
This year we are back to having four coaches
involved in practice sessions and games. The baseball
program needs to spend money on attending the
ABCA convention so the assistant coaches can
continue to improve their coaching/teaching skills.
An increase in the assistant coaching stipend needs to
be addressed by the college.
We achieved this objective and the students posted a
3.31 GPA as a team in the spring. The baseball
program currently has 44 players on its fall 2015
roster, which surpasses the minimum number. The
number of California residents on the baseball team
this fall is at 18.
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CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1:
Action Plan (include who is responsible):
To increase our general fund budget by $17,585 to
cover the following areas that have seen an increase
in costs: officials ($950), CCCBCA membership dues
($100), travel (food, motels, mileage - $6,300),
recruiting budget ($5,000), CCCBCA Sophomore
Showcase ($235), equipment and supplies ($5,000).
All of these areas have seen significant increases over
the past 3-4 years and our budget has not increased
during this time period. The state is also going to
reinstate our game total to 40 next year, which is an
increase of 4 games.
So far the allocated resources are insufficient for the
baseball program. We have seen an increase in
official costs, equipment, supplies, membership dues,
and travel with no help from the college to offset
these increases. Hopefully the budget committee can
allocate the additional funding to help offset the
increases the athletics department and baseball
program has incurred over the past 3 years. Just this
year an extra trip was added to our GVC schedule so
the baseball program needs an increase in travel
costs.
Objective 2:
Action Plan (include who is responsible):
To update and remodel the outdoor hitting facility
($35,000 - $45,000). This update will have a positive
effect on student retention, student success, student
attraction, and student learning.
Terry Baumgartner (baseball coach) and Meredith
Aragon (softball coach) are working with alumni,
past parents, and local community members to build
a new covered hitting facility. Once this facility is
finished the impact on the gymnasium floor will be
greatly reduced and instruction hours in the gym will
become more manageable. We need more resources
to make this project a reality and any help the college
can provide would be much appreciated.
Objective 3:
Action Plan (include who is responsible):
Objective 4:
Action Plan (include who is responsible):
Build a coaches locker area/storage area onto the
existing clubhouse for the coaches to store
equipment, uniforms, and supplies. ($9,000)
Stabilize assistant coach salaries and create continuity
in the program. Add an additional coaching stipend
to the baseball program due to the high numbers of
students in the program. ($15,000)
Alumni and community members have offered
resources to make this happen. The baseball
coaching staff is actively seeking more resources for
this project. The current clubhouse is too small to
accommodate all the equipment, uniforms, and
supplies that we have on inventory. The estimated
cost of this project is around $9,000.
This year we have four coaches being involved in
practice sessions and games. However with the
increase in students in the baseball program, the
number of coaches receiving compensation needs to
increase and be approved by the college. Along with
that the stipend needs to be increased by $5,500 to
help retention of coaches. The baseball program
needs to spend money on attending the ABCA
convention so the assistant coaches can continue to
improve their coaching skills.
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Objective 5:
To achieve minimum contract numbers. Recruiting
budget increased ($5,000).
Action Plan (include who is responsible):
The baseball coaching staff (Jason Gay, Kyle Wise,
Kyle Stone, Max Gordon, Terry Baumgartner) is
actively recruiting students for Fall 2015. Recruiting
trips to Reno, Las Vegas, Chico, Redding,
Sacramento, and Oregon, Arizona, Hawaii will be
needed to secure the minimum number and sustain
the current quality of student-athletes.
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in the prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
Action Plan (include who is responsible):
To increase our general fund budget by $17,350 to
cover the following areas that have seen an increase
in costs: officials ($950), CCCBCA membership dues
($100), travel (food, motels, mileage - $6,300),
recruiting budget ($5,000), supplies ($5,000). All of
these areas have seen significant increases over the
past 3-4 years and our budget has not increased
during this time period. The state is also going to
reinstate our game total to 40 next year, which is an
increase of 4 games.
Hopefully the budget committee can allocate the
additional funding to help offset these uncontrollable
increases the baseball program will incur next year.
The budget committee covering these increases will
help our student success rate, student learning,
student safety, and student attraction.
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
Objective 2:
Action Plan (include who is responsible):
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
See identified increases in budget proposal
Athletic Department CPR
To update and remodel the outdoor hitting facility
($35,000 - $45,000). This update will have a positive
effect on student retention, student success, student
attraction, and student learning.
2007-2011 FRC Ed Plan
Goal 3.4 2010-2013 Strategic Plan
Terry Baumgartner (baseball coach) and Meredith
Aragon (softball coach) are working with alumni,
past parents, and local community members to build
a new covered hitting facility. Once this facility is
finished the impact on the gymnasium floor will be
greatly reduced and instruction hours in the gym will
become more manageable.
Baseball coaching staff / softball coaching staff /
fundraising dollars / labor hours donated / Grant
dollars
126
Objective 3:
Action Plan (include who is responsible):
Build a coaches locker area/storage area onto the
existing clubhouse for the coaches to store
equipment, uniforms, and supplies. The baseball
program has improved the return of items and more
storage is needed. ($9,000)
Alumni and community members have offered
resources to make this happen. The baseball
coaching staff is actively seeking more resources for
this project. The current clubhouse is too small to
accommodate all the equipment, uniforms, and
supplies that we have on inventory. An addition to
the existing clubhouse will increase student attraction
and student retention. The estimated cost of this
project is around $9,000.
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
2007-2011 FRC Ed Plan
Goal 3.4 2010-2013 Strategic Plan
Baseball coaching staff / fundraising dollars / labor
hours donated / Maintenance Dept.
Objective 4:
Action Plan (include who is responsible):
Stabilize assistant coach salaries and create continuity
in the program. Add an additional coaching stipend
to the baseball program due to the high numbers of
students in the program. ($15,000)
This year we have four coaches being involved in
practice sessions and games. However with the
increase in students in the baseball program, the
number of coaches receiving compensation needs to
increase and be approved by the college. I propose
one of the following models for stipends:
1) An increase in stipend positions from 2 to 3 at
$9500 or;
2) An increase in 1 stipend position to Associate
Head Coach at $15000 and leave the other at $9500
or;
3) Increase both stipend positions to $12500 for 10
months.
This would help tremendously with the retention of
coaches.
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
Instructional Office / Athletics / General Fund
2007-2011 FRC Ed Plan
Goal 3.1 2010-2013 Strategic Plan
Objective 3.1.3 & 3.1.4 2010-2013 Strategic Plan
Objective 5:
To support achieving minimum contract numbers
the recruiting budget needs to be increased by $2,500
($5,000).
Action Plan (include who is responsible):
The baseball coaching staff (Jason Gay, Kyle Stone,
Max Gordon, and Terry Baumgartner) is actively
recruiting students for Fall 2016. Recruiting trips to
Reno, Las Vegas, Chico, Redding, Sacramento,
Oregon, Arizona, and Hawaii will be needed to
secure the minimum number and sustain the current
quality of student-athletes. CCCBCA Sophomore
Showcase ($235) and mandatory employee travel
related to meetings impact the recruiting budget as
well. The baseball program needs to spend money on
attending the ABCA convention so the assistant
coaches can continue to improve their coaching
127
skills. Also needed will be available and affordable
on-campus student housing.
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
Instructional Office / Athletics / General Fund
Athletics Department CPR
Faculty Contract
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
Example: Staff training
on effective written
communication
New Assistant Coach
Stipend
Covered Hitting
Facility
Coaches
Locker/Equipment
Storage Area
20% increase to
general fund budget
Resource Type
Professional
Development
Additional Staff
Facilities
Facilities
Student
Success/Retention
Rationale ( include connection to other plans):
See current year objective 2
See next year objective 4, current year
objective 4
See next year objective 2, current year
objective 2
See next year objective 3, current year
objective 3
Athletic Department CPR; helps cover increased
officiating costs, membership and dues, reinstatement of games, as well as inflation for
student travel
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
37. Describe the current status of the Program/Depart/Service Area.
The FRC Baseball program as a whole is in decent shape with the current structure. However,
significant changes need to be made to our budget, assistant coach pay structure, and our outdoor
batting cages.
We need to increase our general fund budget by $17,585 to cover the following areas that will incur
an uncontrollable increase in costs: officials, membership dues, travel (food, motels, and mileage),
equipment, and supplies. All of these areas have seen significant increases over the past 3-4 years
and our budget has not increased. The state plans to reinstate our game total to 40 next year, which
is an increase of 4 games, so this increase needs to be accounted for in our budget.
The assistant coach pay structure we currently have needs to be improved so we can have not only
retention with our coaches, but also attract quality coaches to our college. An increase in the current
128
stipend structure by $5,500 is needed and feasible with all the work my assistant coaches do for the
baseball program, baseball facilities, and college and community as a whole.
The outdoor hitting facility is in need of a major upgrade. No improvements have been made to the
structure since Fall 1997, so new batting nets and additional cages are definitely needed. The baseball
and softball teams have been combining on a golf tournament the last five years to raise money for
this project, however the project costs around $35k - $45k. This facility improvement will help both
programs with student retention, student learning, and program success.
38. Explain significant issues and/or changes that have occurred since the last comprehensive
review.
From the athletic department there are concerns about the future of the college in regards to
attracting quality student-athletes and retention. With the loss of Good Neighbor students from
Nevada, residency requirements becoming stricter, and the increase in tuition dollars for in-state and
out-of-state students, the question that needs to be answered is: Where does FRC expect to attract
student-athletes from and how do we retain them once we get them on campus?
The top two objectives every year for the Baseball program deal with this issue head on, so we need
to stabilize assistant coach salaries, find affordable student housing, and improve/update our hitting
facility. If these three things can happen then FRC baseball will be able to attract quality studentathletes and retain them for two years.
39. Briefly explain significant changes expected during the upcoming year.
The baseball program has gone through a couple changes on the coaching staff, as we have added
two new coaches to the program. This change has helped the work load on the head coach and
assistant coaches for this year. We have added an extra trip in conference play this year, so we need
an increase in travel dollars this spring. Our recruiting efforts are changing as we are trying to get the
coaches out on the road more to meet quality student-athletes and this comes with an increase in
our recruiting budget that has yet to be addressed by the college.
Goals for 2015-2016
 Retain continuity in coaching staff.
 Start the first phase of hitting facility project by pouring concrete in May, 2016.
 Recruit and retain quality student-athletes from California and all across the country.
 Compete for GVC baseball championship.
 Continue to have a positive impact on the FRC community and Quincy.
APPENDIX
Attach supporting documents as appropriate.
129
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: HEALTH AND EXERCISE
STUDIES/ATHLETICS/FITNESS CENTER
NAME OF PERSON SUBMITTING THIS REVIEW: Merle Trueblood
DATE OF SUBMISSION: 10/31/14
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1: To fund the facility so that the
facility is operational
Summary of Progress: Membership continues
to be a focus to increase revenue generated by
the fitness center. Additionally, adding classes at
the facility may also help offset operational
expenses. Will continue to work at increasing
memberships and course offerings, as well as
community service classes. (Merle Trueblood,
Meredith Aragon, Nick Boyd, Feather River
Foundation)
Objective 2:
Summary of Progress:
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1: Research sustainable energy
alternatives for the facility
Action Plan (include who is responsible):
Work with the facilities department and FR
Foundation to update energy sources
Sustainability Management Plan, Strategic Plan
130
Objective 2: Replace roof
Action Plan (include who is responsible):
There is structural damage occurring because the
roof leaks. Bid out fixing/replacing roof.
(Merle Trueblood, Nick Boyd, Meredith Aragon,
FR Foundation)
Objective 3: Continue to fund facility so that it
generates revenue and remains a valuable
resource for students, community members, and
campus staff.
Action Plan (include who is responsible):
Increase membership, increase attractiveness of
facility, increase course offerings, increase
community classes, remain a valuable center for
health opportunities, purchase new equipment
for members, increase exposure of services
available to students and community members at
large.
Connection to results from assessment of
student learning and/or other plans:
Strategic Planning
Resources/Budget Needed:
See budget request
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in the prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1: Install sustainable energy
alternatives such as Geo Thermal and Solar to
reduce energy and become more
environmentally friendly.
Action Plan (include who is responsible):
Work with the facilities department and FR
Foundation to update energy sources
Connection to results from assessment of
student learning and/or other plans:
Sustainability Management Plan, Strategic Plan.
Resources/Budget Needed: $
$26,465.15 Geo Thermal
$19,813.11 Solar
Objective 2: Build community and HES Gym.
Action Plan (include who is responsible):
Work collaboratively with nick Boyd and the
foundation to identify and build gym for HES
and community.
Connection to results from assessment of
Resources/Budget Needed: Undetermined –
student learning and/or other plans: Facilities $450,000 Total lease - $54k lease payments for
Plan, Strategic Plan
yearly total.
131
Objective 3: Build room and install donated
Golf Simulator
Action Plan (include who is responsible):
Work collaboratively with nick Boyd and the
foundation to identify and build room for
simulator.
Connection to results from assessment of
Resources/Budget Needed: Undetermined –
student learning and/or other plans: Facilities $28,000
Plan, Strategic Plan
Objective 4: Pool repair: tile, deck, pool covers,
and overhead pool cover
Action Plan (include who is responsible):
The health department has written us up for
unsatisfactory tile and poll deck. They will not
allow us to open without refurbishing the
facility. .
Connection to results from assessment of
Resources/Budget Needed: Undetermined –
student learning and/or other plans: Facilities $18,000 Pool deck
Plan, Strategic Plan
$175,000 Pool cover
Objective 5: Replace lights in courts 1-4 with
LED
1. Action Plan (include who is
responsible): Courts 1-2 have lights
replaced with LED lights and staff is
currently aware and working on replacing
courts 3 and 4.
Connection to results from assessment of
Resources/Budget Needed: $4,500
student learning and/or other plans: Facilities
Plan, Strategic Plan
Objective 6: Replace computers and POS
system
Action Plan (include who is responsible):
The computer system which allows us to track
membership continue to be out of date and fails
quit often. The Point of sale computer is
extremely limited in its usage and tracking.
Connection to results from assessment of
Resources/Budget Needed: Undetermined –
student learning and/or other plans: Facilities $7,250
Plan, Strategic Plan
Objective 7: Implement a Tuition based fee for
all students so we can continue to fund facility so
that it generates revenue and remains a valuable
resource for students, community members, and
campus staff.
Action Plan (include who is responsible):
Increase membership, increase attractiveness of
facility, increase course offerings, increase
community classes, remain a valuable center for
health opportunities, purchase new equipment
for members, increase exposure of services
available to students and community members at
large.
132
Connection to results from assessment of
student learning and/or other plans:
Strategic Planning
Resources/Budget Needed:
Revenue of $140,000
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
Replace/Fix Roof
New Energy
Alternative
Resource Type
Facility Department
Facility Department
Rationale ( include connection to other plans):
See next year objective 2
See next year objective 1
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
40. Describe the current status of the Program/Depart/Service Area.
The addition of new equipment has helped the overall ‘face’ of the fitness center. Our membership
has increased to over 500. The facilities are antiquated at best, and dire repair is needed structurally,
including the pool and bathroom/locker rooms.
41. Explain significant issues and/or changes that have occurred since the last comprehensive review.
With the impending MPB Gym remodel, the entire HES department will now have to relocate the
majority of their classes and office hours to another location, which will also impact Athletic
Training and Athletic Department Administration.
42. Briefly explain significant changes expected during the upcoming year.
Restructure personnel among the coaching staff and Athletic Training, and the ‘big move’ as Nick
puts it.
APPENDIX
Attach supporting documents as appropriate.
133
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: FOOTBALL
NAME OF PERSON SUBMITTING THIS REVIEW: SCOTT BRADE
DATE OF SUBMISSION: 10/30/2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Purchase an End Zone Camera system to video
the game from an elevated tight angle
perspective without the need to use a scissor lift
for home and/or away games.
Summary of Progress:
End Zone Camera has not been purchased.
Objective was not met and we are currently using
unsafe methods, by placing students up in a scissor
lift to film from this angle. We are required to take
and to share video from this angle with our
opponents by the Northern California Football
Conference.
Objective 2:
Work with facilities to improve the classroom
that is utilized for weight training classes. The
current classroom has broken, dated, and worn
out equipment as well as no way to control the
climate (Heating or Air Conditioning). There
are an abundance of mice in all seasons of the
year which is a health hazard for student using
this facility.
Summary of Progress:
The classroom used for the weight room classes
was moved from the garage/shed building that is
located behind the Vocational Tech Building to a
modular classroom between the Child
Development Center and Maintenance Building.
This classroom does not have any climate control
(Heating or Air Conditioning). As a structure for
this type of class, it is less adequate than the
garage/shed building that was previously used. It
is unsafe for students to use and smaller in size.
No overhead exercises can be done for fear of
hitting the ceiling. The floor is shaky and the
building structure is not meant to support a weight
training class. Objective was not met.
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CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1:
With recent changes to district zoning, recruiting
of student-athletes is wide open in the State of
California for the first time. Additional funds
for recruiting in-state as well as to continue to
recruit out-of-state is going to be needed to
remain competitive in the Northern California
Football Conference. This will not only increase
FTE, but also boost out-of-state tuition.
Action Plan (include who is responsible):
No increase in the amounts of employee travel
were granted from the 2015 budget to the 2016
budget year. The current allocated resources will
not be sufficient to meet my objectives. In order
to secure recruits who meet my standards of
attitude, behavior, and character we must have the
resources of time and finances to travel to local
and regional high schools and events to recruit
these young men and to speak with counselors,
coaches, teachers, and those that know and can
speak about the quality of these young men.
In addition, we must also travel to areas where
there is great athletic ability and the need for the
junior college/community college route to have
academic and athletic success. The football
program will continue to send one coach to the
F.R.E. Clinic in Georgia, where we have found and
successfully recruited some of the team’s best
players and quality young men. The football staff
also intends on attending the AFCA Convention
each year in January. We do this for recruiting and
for professional development purposes. We will
meet many hundreds of high school football
coaches with whom we can build relationships to
secure future potential student-athletes for FRC.
With an increase to the employee travel budget
from $4,418.00 to $10,421, I will have the
resources to take myself and two assistant coaches
to the AFCA Convention each year for
professional development and recruiting, to take
the entire staff to Reno for the Glazier Football
Clinics for professional development and
recruiting, send my Recruiting Coordinator to
Seattle, Washington to recruit at area high schools
for 5 days, and to send my Recruiting Coordinator
to Atlanta, Georgia to attend the F.R.E Football
Recruiting Clinic.
Additionally, members of the football staff and I
will visit multiple high schools in California and
Nevada to meet student-athletes and football
coaches to develop relationships and to recruit new
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student-athletes for the football program and
Feather River College. Head Football Coach, Scott
Brade is responsible for this implementation.
As the Head Football Coach, I am also
REQUIRED to attend two meetings in Visalia,
one in December and the other in the spring. I am
also to attend the football coaches/officials
meeting in July, which was held at American River
College this past year.
Below are the expenses for these recruiting,
professional development opportunities, and
required meetings:
 F.R.E. Clinic
- Airfare from Reno, NV to Atlanta,
GA/Hotel for 2 nights/Meals total of
$1,219.91
 AFCA Convention: January 10-13, 2016
- Airfare: to San Antonio, TX this year.
The AFCA is located in a different city
each year. $390 per person. $1,170 for
3 people
- Hotel: 4 night hotel stay in San
Antonio. $350 total for 1 suite
accommodating 3 people.
- Meals: $527 for 3 people for 4 full days
plus breakfast/lunch for 2 days.
- Car Rental: 5 day car rental is $200,
plus $100 insurance on the vehicle.
- Estimated cost of gas is $50.
- Total for AFCA Convention for three
coaches is $2,397.
 Glazier Clinic: March 4-6, 2016
- FRC van from Quincy, CA to Reno,
NV is .80 per mile for 180 miles round
trip equals $144 for mileage.
- Hotel: Atlantis Casino Resort/Spa for
Friday, March 4th and Saturday, March
5th is $99 or $ 109 per night. This
includes $10 resort fee and $10 per
person per night for triple occupancy.
Total of 3 rooms for two nights to take
all 7 football coaches is $614.
- Meals: $546 for 7 staff members. 7
lunch/dinner plus 7 full days plus 7
breakfast/lunch.
- Total for the football staff to attend the
Glazier Clinic is $1743.
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Travel to Seattle, Washington for one week
to recruit local high schools. My Recruiting
Coordinator has family in the area so hotels
will not be needed.
- Cost of driving 704 miles to Seattle,
plus 250 miles of recruiting in the area,
plus 704 miles return trip equals 1,658
miles. 1,658 miles times 0.575 per mile,
which is the personal vehicle mileage
rate per the union contract equals
$953.35 for the trip.
- Meals: $306 for 9 days (4 days driving
and 5 days recruiting)
- Total for a week of recruiting in Seattle,
WA and the surrounding areas is
$1,259.35.
Travel to Reno, Nevada and local area high
schools.
- 3 day trips to Reno, 81.4 miles one way.
Trips calculated at 200 miles for the
trip, which includes driving to local
high schools. 600 miles driving the
New Honda at .72 per mile equals
$432. Meals for 2 coaches for 3 full
days equals $204 for a total of $636.
Travel to other Nevada areas
- 2 day trips to other areas in Nevada
- Carson City and surrounding area, 109
miles one way. Trip calculated at 250
miles, which includes driving to local
high schools. 250 miles driving the
New Honda at .72 per mile equals
$180. Meals for two coaches for one
full day equals $68 for a total of $248.
- Fernley & Fallon and surrounding
areas, 141 miles one way. Trip
calculated at 320 miles, which includes
driving to high schools in or near these
areas. 320 miles driving the New
Honda at .72 per mile equals $230.40.
Meals for two coaches for one full day
equals $68 for a total of $298.40.
3 recruiting trips to surrounding area
schools within California
- Biggs, CA and surrounding area
schools. Trip is 90.8 miles one way.
Trip is calculated at 250 miles to visit
Biggs HS and others. 250 miles driving
the New Honda at .72 per mile equals
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$180.00. Meals for two coaches for
one full day equals $68 for a total of
$248.00.
- Yuba City, CA and surrounding area
schools. Trip is 104 miles one way.
Trip is calculated at 260 miles to visit
the local high schools. 260 miles
driving the New Honda at .72 per mile
equals $187.20. Meals for two coaches
for one full day equals $68 for a total of
$255.20.
- Redding, CA and surrounding schools.
Trip is 139 miles one way. Trip is
calculated at 300 miles to visit local
high school and those along the way.
300 miles driving the New Honda at
.72 per mile equals $216. Meals for two
coaches for one full day equals $68 for
a total of $284.
Two trips to Visalia for the CCCFCA
meetings, one in December and one in the
spring.
- Visalia is 355 miles one way. 710 miles
driving the New Honda at .72 per mile
is $511.20. Meals for three coaches for
three full days plus equals $306. One
hotel room for two nights in Visalia
equals $176. For a total of $993.20.
- This trip must be done twice during the
year for a total of $1,986.40.
Trip to American River College for the
coaches/officials rules meeting. This is
where the meeting occurred in July. It is
expected that it will be held here again this
summer. American River College is 151
miles one way. 302 miles for the trip
driving the New Honda at .72 per mile is
$217.44. Meals for 2 coaches for a full day
equals $68 for a total of $285.44.
Total for all recruiting and professional
development trips equals $10,420.98
I am asking for the Employee travel budget
to be increased from $4,418 to $10,421.
This is an increase of $6,003.
Granting this budget increase will do many things
for the college, coaching staff members, and the
football program at Feather River College. The
ability of the coaching staff to attend professional
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development meeting will help us to coach our
student-athletes with the most up to date and safe
coaching methods. Going to these conferences
and learning these techniques keeps our players
safe and reduces the coaches and the districts
exposure to legal liabilities. Having additional
funds available for recruiting and being able to get
in front of coaches and potential recruits is a major
attractant. We are very likely to attract a significant
number of new students if we are able to meet
them in person and develop a relationship. Our
success as coaches comes from our training. Being
able to attend these training opportunities gives us
the ability to improve our teaching methodology
which will greatly increase our student success and
retention, will greatly increase our student learning
outcomes, and will also have a great impact on our
efficiency and effectiveness as educators. If the
proposed increase is funded, the professional
development and recruiting plans can be easily
implemented. Scott Brade, the Head Football
Coach, will be responsible for this implementation.
These changes are a recurring cost as are recruiting
and professional development.
Objective 2:
Increase the amounts of stipends for assistant
football coaches to stay competitive with other
colleges and to bolster retention of the assistant
coaches to improve continuity from year to year
in coaching as well as recruiting.
Action Plan (include who is responsible):
No increase in the amounts of coaching stipends
was granted from the 2014-15 budget to the 201516 budget. I, Scott Brade, the Head Football
Coach at FRC, am currently supporting a proposal
by Mr. Merle Trueblood to that would increase
coaching stipend amounts, decrease the amount of
HES courses required for a student-athlete,
increase the need for additional faculty, increase
our graduation rate at FRC, and have the sport
coaches performing other responsibilities necessary
for the Athletic Department to function with
increased efficiency.
If this proposal does not move forward, I will look
to hire assistant coaches who hold Master’s
Degrees in fields where there is a need for
instructors at FRC. This is the only way that
quality experienced coaches are able to live, work,
and prosper in the Quincy area. It is through these
coaches and the student-athletes that we will
recruit that my football program vision will be
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fulfilled. I am also looking at holding football
camps and clinics to provide some additional
financial support to the football coaching staff
members. This would provide a small supplement
to the coaching stipend, but not enough to make a
significant financial impact.
Objective 3:
To increase our general fund budget by 15% to
cover the following areas: officiating costs,
membership dues, and travel expenses. All of
these areas have seen significant increases over
the past 3-4 years and our budget has not
increased during this time period.
Action Plan (include who is responsible):
In order to properly break down the specific costs
that have risen in the past year and over the past 34 years, I have addressed specific areas of the
football budget in the section titled Next Year’s
New Objectives (FISCAL YEAR 2016-17). Scott
Brade, the Head Football Coach is responsible for
this action plan.
These specific budget areas are addressed:
 Employee Travel Expense
- (Object Code 5100)
 Consultants & Contracts
- (Object Code 5050)
 Student Travel Expenses
- (Object Code 5101)
 Student Meals
- (Object Code 5920)
 Dues and Memberships
- (Object Code 5020)
 Instructional Supplies
- (Object Code 4310)
 Non-Instructional Supplies
- (Object Code 4325)
Objective 4:
To purchase a telescoping end zone camera
system to video the game from an elevated tight
angle perspective without the need to use a
scissor lift for home and/or away games.
Action Plan (include who is responsible):
A proposal to use lottery money to purchase a
telescoping end zone camera system has been
submitted to show the need for this very valuable
piece of instructional equipment. The need for an
End Zone Camera system for the football program
is great. By having this, we can eliminate the risk
involved in placing a student up in a scissor lift to
film our games. Wind, rain, lightning, etc. all
increase the risk of using student filmers to get this
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angle of film that we are REQUIRED to have
from the Northern California Football Conference
and are REQUIRED to share with the teams in
our league.
Having quality film from this angle will attract
more football student-athletes and having an end
zone mounted camera system would allow the
football staff to better utilize social media and
create higher quality highlight videos for our
players. Increasing the quality of film greatly
promotes the strength of digital marketing
strategies and the reach of FRC football to
potential students. These student-athletes are here
to get quality film to show college coaches at the 4year level of play. The student-athletes need
quality game film in order to showcase their skills
on the field. Knowing that the main reason for a
student-athlete to be at a 2-year college is to get
film of their play, by having great film to use in
their recruiting, we will also increase the likelihood
that they will stay at FRC for the remainder of their
athletic eligibility, thus increasing student retention.
We will also use the majority of film for teaching
purposes. To understand spatial awareness and
biomechanical movements, students will learn best
by seeing their own movements in space. This is
the difference between telling a student what he
did versus being able to show the student what he
did. This is a huge component to student learning,
which when utilized, will make them more
successful on the field of play. Currently due to
limitations in technology and resources we cannot
accurately capture the end zone angle during
practice. Student athletes only benefit from viewing
the end zone angle during 10 regular season games.
With the appropriate resource our student athletes
would benefit from viewing over 100 practices and
10 games from the end zone view. As for our
ability to instruct and correct movement, this piece
of equipment is crucial for our success as
educators. We become much more effective in our
impact to student learning outcomes. The end
zone camera system will be utilized
This is a one-time cost of $5,333.00 for the system
and accessories if purchased by the end of
December or $6,033.00 if purchased thereafter.
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The end zone camera system can be easily
implemented once received and will require
minimal training to the football staff and student
workers. This training will be provided by the
Head Football Coach, Scott Brade and by the
Video Coordinator, Evan Kaschura and
responsibility for the purchase and utilization of
this instructional equipment belongs to Scott
Brade, the Head Football Coach at FRC.
The end zone camera system will be used both
during the Fall and Spring semesters as a teaching
tool.
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
To secure funds to purchase a telescoping end
zone camera system to video the game from an
elevated tight angle perspective for home and
away games and for practices.
Action Plan (include who is responsible):
The need for a telescoping end zone camera system
for the football program is great. By having this,
we can eliminate the risk involved in placing a
student up in a scissor lift to film our games. Wind,
rain, lightning, etc. all increase the risk of using
student filmers to get this angle of film that we are
REQUIRED to have from the Northern California
Football Conference and are REQUIRED to share
with the teams in our league.
Having quality film from this angle will attract more
football student-athletes and having an end zone
mounted camera system would allow the football
staff to better utilize social media and create higher
quality highlight videos for our players. Increasing
the quality of film greatly promotes the strength of
digital marketing strategies and the reach of FRC
football to potential students. These studentathletes are here to get quality film to show college
coaches at the 4-year level of play. The studentathletes need quality game film in order to
showcase their skills on the field. Knowing that the
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main reason for a student-athlete to be at a 2-year
college is to get film of their play, by having great
film to use in their recruiting, we will also increase
the likelihood that they will stay at FRC for the
remainder of their athletic eligibility, thus increasing
student retention.
We will also use the majority of film for teaching
purposes. To understand spatial awareness and
biomechanical movements, students will learn best
by seeing their own movements in space. This is
the difference between telling a student what he did
versus being able to show the student what he did.
This is a huge component to student learning,
which when utilized, will make them more
successful on the field of play. Currently due to
limitations in technology and resources we cannot
accurately capture the end zone angle during
practice. Student athletes only benefit from viewing
the end zone angle during 10 regular season games.
With the appropriate resource our student athletes
would benefit from viewing over 100 practices and
10 games from the end zone view. As for our
ability to instruct and correct movement, this piece
of equipment is crucial for our success as educators.
We become much more effective in our impact to
student learning outcomes. The end zone camera
system will be utilized
This is a one-time cost of $5,333.00 for the system
and accessories if purchased by the end of
December or $6,033.00 if purchased thereafter.
The end zone camera system can be easily
implemented once received and will require
minimal training to the football staff and student
workers. This training will be provided by the
Head Football Coach, Scott Brade and by the
Video Coordinator, Evan Kaschura and
responsibility for the purchase and utilization of
this instructional equipment belongs to Scott Brade,
the Head Football Coach at FRC.
The end zone camera system will be used both
during the Fall and Spring semesters as a teaching
tool.
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
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The end zone camera system is directly related
$5,333.00 for the system and accessories if
to student learning. In order to teach the
purchased by the end of December or $6,033.00 if
concepts leverage, body position, biomechanical purchased thereafter.
movement, and spatial awareness, and football
play development, the best possible tool we
could use to increase student learning is quality
video showing the specific student engaged in
movement and then using this teaching moment
to affect positive changes in the athletes specific
football on field positions.
Objective 2:
To secure funding to purchase an adjustable
football chute.
Action Plan (include who is responsible):
The need for an adjustable football chute for the
football program is great. A chute teaches players
to stay low by reinforcing correct body position
(bent knees and hips with the head up) while
moving. This position is crucial to being successful
in football by increasing a player’s leverage at the
point of contact with an opposing player. Another
advantage to this position is that it emphasizes
correct posture at the moment of impact, thus
reducing the likelihood and possibly the severity of
head and/or neck injuries.
The current chute that we have is unserviceable and
not adjustable due to prolonged wear and tear.
Additionally, it is a straight ahead blocking chute
with stall that would, if serviceable only benefit
offensive and defensive linemen moving on one
directions, forward. Lateral movement is not
permitted, making it an ineffective training tool for
other positions. The current chute only allows for
two players at a time to do a drill, meaning less
repetitions. The length of the chute is only 8 feet
long by 4 feet wide, which means there is less
time/space for the player to maintain the correct
body position. The current chute also has a metal
top, which means that any time a player is moving
at too high a body position, he will strike his head
on the metal top, which is a safety risk and liability
issue.
The proposed new chute will benefit the whole
team at every position. A key feature of this type of
chute is the unique design that allows for multiple
positions to train using the same piece of
equipment. Players can move in multiple
directions, which certainly helps the athlete, but
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also the coach to utilize drills that will simulate
more realistic football movement. This chute
makes all coaches on the staff more effective
teachers. With dimensions of 32’ long and 8’ wide,
up to 5 players could perform a drill at one time,
giving each player more repetitions in the same
amount of time, utilizing limited classroom time.
This chute is also easily adjustable to different
heights and angles to accommodate for various
player heights and football drills. The top of the
chute is also mesh instead of metal, making it safer
for player when contact with the top is made.
Having modern and safe equipment to teach the
fundamental skills of football and by advertising
these extraordinary teaching devices on our
website, in brochures, and in our recruiting
practices will be responsible for attracting many
new students to FRC and the football program. As
previously stated, this teaching tool is significantly
related to student learning and therefore student
success. By utilizing the new football chute, the
football program will also be able to retain its
quality student-athletes. Having the most up to
date equipment to train with is among the most
important attributes that will attract quality
students, keep those students, provide the highest
likelihood of success, and support the coaching
staff in being effective in their ability to teach the
sport of football safely.
This teaching tool simply must be ordered and put
to use. Implementing this is highly feasible and the
Head Football Coach, Scott Brade is responsible
for implementing this activity and for ordering the
football chute from Rogers Athletic Company, a
leading manufacturer and distributor of football
equipment. This is a one-time purchase with no
recurring costs.
Connection to results from assessment of
Resources/Budget Needed:
student learning and/or other plans:
A football chute is a teaching tool designed to
$2,995.00 plus shipping to purchase the 32 ft. Zone
be used to increase student learning of spatial
Chute from Rogers Athletic Equipment.
awareness, biomechanical movements, and
using proper leverage with the techniques in the
sport of football. All football players must be
able to athletically move while maintaining a low
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center of gravity and body position both in
changing directions and in contact with other
players. All of these learning objectives can be
taught, learned and improved upon using this
type of football chute.
Objective 3:
To secure an increase in the football budget for
Employee Travel Expenses (Object Code 5100)
Action Plan (include who is responsible):
The current allocated resources will not be
sufficient to meet my objectives. In order to secure
recruits who meet my standards of attitude,
behavior, and character we must have the resources
of time and finances to travel to local and regional
high schools and events to recruit these young men
and to speak with counselors, coaches, teachers,
and those that know and can speak about the
quality of these young men.
In addition, we must also travel to areas where
there is great athletic ability and the need for the
junior college/community college route to have
academic and athletic success. From the 2012 to
the 2015 season, 89 student-athletes have come to
FRC from the South East Region of the U.S.
ranging from Texas through Florida and up to the
Carolinas.
The football program will continue to send one
coach to the F.R.E. Clinic in Georgia, where we
have found and successfully recruited some of the
team’s best players and quality young men. The
football staff also intends on attending the AFCA
Convention each year in January. We do this for
recruiting and for professional development
purposes. We will meet many hundreds of high
school football coaches with whom we can build
relationships to secure future potential studentathletes for FRC.
With an increase to the employee travel budget
from $4,418.00 to $10,421, I will have the resources
to take myself and two assistant coaches to the
AFCA Convention each year, to take the entire
staff to Reno, Nevada for the Glazier Football
Clinics, and send my Recruiting Coordinator to
Seattle, Washington to recruit for 5 days.
Washington is a regional state that we can and
should have more recruits from in the future.
Bryon Hughes has family there, so he would only
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need the cost of driving his personal vehicle to
Seattle and back and food costs. No hotels are
needed.
Additionally, members of the football staff and I
will visit multiple high schools in California and
Nevada to meet student-athletes and football
coaches to develop relationships and to recruit new
student-athletes for the football program and
Feather River College Head Football Coach, Scott
Brade is responsible for this implementation.
As the Head Football Coach, I am also
REQUIRED to attend two meetings in Visalia, one
in December and the other in the spring. I am also
to attend the football coaches/officials meeting in
July, which was held at American River College this
past year.
Expenses for these recruiting, professional
development opportunities, and required meetings:
 F.R.E. Clinic
- Airfare from Reno, NV to Atlanta,
GA/Hotel for 2 nights/Meals total of
$1,219.91
 AFCA Convention: January 10-13, 2016
- Airfare: to San Antonio, TX this year.
The AFCA is located in a different city
each year. $390 per person. $1,170 for
3 people
- Hotel: 4 night hotel stay in San Antonio.
$350 total for 1 suite accommodating 3
people.
- Meals: $527 for 3 people for 4 full days
plus breakfast/lunch for 2 days.
- Car Rental: 5 day car rental is $200, plus
$100 insurance on the vehicle.
- Estimated cost of gas is $50.
- Total for AFCA Convention for three
coaches is $2,397.
 Glazier Clinic: March 4-6, 2016
- FRC van from Quincy, CA to Reno,
NV is .80 per mile for 180 miles round
trip equals $144 for mileage.
- Hotel: Atlantis Casino Resort/Spa for
Friday, March 4th and Saturday, March
5th is $99 or $ 109 per night. This
includes $10 resort fee and $10 per
person per night for triple occupancy.
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Total of 3 rooms for two nights to take
all 7 football coaches is $614.
- Meals: $546 for 7 staff members. 7
lunch/dinner plus 7 full days plus 7
breakfast/lunch.
- Total for the football staff to attend the
Glazier Clinic is $1743.
Travel to Seattle, Washington for one week
to recruit local high schools. My Recruiting
Coordinator has family in the area so hotels
will not be needed.
- Cost of driving 704 miles to Seattle, plus
250 miles of recruiting in the area, plus
704 miles return trip equals 1,658 miles.
1,658 miles times 0.575 per mile, which
is the personal vehicle mileage rate per
the union contract equals $953.35 for
the trip.
- Meals: $306 for 9 days (4 days driving
and 5 days recruiting)
- Total for a week of recruiting in Seattle,
WA and the surrounding areas is
$1,259.35.
Travel to Reno, Nevada and local area high
schools.
- 3 day trips to Reno, 81.4 miles one way.
Trips calculated at 200 miles for the trip,
which includes driving to local high
schools. 600 miles driving the New
Honda at .72 per mile equals $432.
Meals for 2 coaches for 3 full days
equals $204 for a total of $636.
Travel to other Nevada areas
- 2 day trips to other areas in Nevada
- Carson City and surrounding area, 109
miles one way. Trip calculated at 250
miles, which includes driving to local
high schools. 250 miles driving the
New Honda at .72 per mile equals $180.
Meals for two coaches for one full day
equals $68 for a total of $248.
- Fernley & Fallon and surrounding areas,
141 miles one way. Trip calculated at
320 miles, which includes driving to
high schools in or near these areas. 320
miles driving the New Honda at .72 per
mile equals $230.40. Meals for two
coaches for one full day equals $68 for a
total of $298.40.
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3 recruiting trips to surrounding area
schools within California
- Biggs, CA and surrounding area
schools. Trip is 90.8 miles one way.
Trip is calculated at 250 miles to visit
Biggs HS and others. 250 miles driving
the New Honda at .72 per mile equals
$180.00. Meals for two coaches for one
full day equals $68 for a total of
$248.00.
- Yuba City, CA and surrounding area
schools. Trip is 104 miles one way.
Trip is calculated at 260 miles to visit
the local high schools. 260 miles
driving the New Honda at .72 per mile
equals $187.20. Meals for two coaches
for one full day equals $68 for a total of
$255.20.
- Redding, CA and surrounding schools.
Trip is 139 miles one way. Trip is
calculated at 300 miles to visit local high
school and those along the way. 300
miles driving the New Honda at .72 per
mile equals $216. Meals for two
coaches for one full day equals $68 for a
total of $284.
Two trips to Visalia for the CCCFCA
meetings, one in December and one in the
spring.
- Visalia is 355 miles one way. 710 miles
driving the New Honda at .72 per mile
is $511.20. Meals for three coaches for
three full days plus equals $306. One
hotel room for two nights in Visalia
equals $176. For a total of $993.20.
- This trip must be done twice during the
year for a total of $1,986.40.
Trip to American River College for the
coaches/officials rules meeting. This is
where the meeting occurred in July. It is
expected that it will be held here again this
summer. American River College is 151
miles one way. 302 miles for the trip
driving the New Honda at .72 per mile is
$217.44. Meals for 2 coaches for a full day
equals $68 for a total of $285.44.
Total for all recruiting and professional
development trips equals $10,420.98
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I am asking for the Employee travel budget
to be increased from $4,418 to $10,421.
This is an increase of $6,003.
Granting this budget increase will do many things
for the college, coaching staff members, and the
football program at Feather River College. The
ability of the coaching staff to attend professional
development meeting will help us to coach our
student-athletes with the most up to date and safe
coaching methods. Going to these conferences and
learning these techniques keeps our players safe and
reduces the coaches and the districts exposure to
legal liabilities. Having additional funds available
for recruiting and being able to get in front of
coaches and potential recruits is a major attractant.
We are very likely to attract a significant number of
new students if we are able to meet them in person
and develop a relationship. Our success as coaches
comes from our training. Being able to attend these
training opportunities gives us the ability to
improve our teaching methodology which will
greatly increase our student success and retention,
will greatly increase our student learning outcomes,
and will also have a great impact on our efficiency
and effectiveness as educators. If the proposed
increase is funded, the professional development
and recruiting plans can be easily implemented.
Scott Brade, the Head Football Coach, will be
responsible for this implementation. These changes
are a recurring cost as are recruiting and
professional development. Professional
development is an ongoing and career-long process.
Recruiting students will continue to be a part of
every college campus, whether it is for athletics or
for the general student population.
Connection to results from assessment of
student learning and/or other plans:
The ability to attend and learn from
professional development opportunities is
directly related to our ability as teachers of
football and is therefore directly related to
successful student learning and meeting the
student learning outcomes for the football
program participants.
Objective 4:
Resources/Budget Needed:
Current budget for Employee Travel Expenses is
$4,418. The football program has a documented
need for $10,421 in this budget (Object Code
5100). This is an increase of $6,003 to the current
budget.
Action Plan (include who is responsible):
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To secure an increase in the football budget for
Consultants & Contracts (Object Code 5050)
The current budget for Consultants & Contracts is
$4,500.00. The budget is currently $883.00 over
budget. This has occurred for one simple reason.
The California Community College Athletic
Association has increase the number of officials at
each football contest from seven officials to eight
officials. This is a completely uncontrollable
budget need. This change in numbers was done to
keep the game more safe for the participants. The
NCAA has also moved to eight officials overseeing
a football game. Having the same officiating
system in place as the 4-year colleges and
universities may attract more students to FRC
because they will know that they are going to be
playing in football games that will be officiated just
like the 4-year football programs. Student success
and retention will be moderately effected by having
the eighth official. We will be better able to retain
our student-athletes because we are using an
officiating system that mirrors the NCAA. The
student-athletes will learn exactly how the new
officials will be positioned on the field and what
their new roles as officials will be. The officials will
provide support to the coaching staff through
efficient and effective communication of penalties
and other related game issues supporting our
effectiveness as teaching and coaches of the sport
of football. If funded, implementing the activity
supported by the budget augmentation will be
instant. We have only to pay for the officials and
the process is complete. This cost is recurring and
a necessity for the football program to function
within and adhere to the rules of the California
Community College Athletic Association.
Connection to results from assessment of
student learning and/or other plans:
This augmentation is directly connected to the
assessment of the football program and its
ability to function. Officials are required and we
are required to have and pay for eight of them
per CCCAA regulations.
Resources/Budget Needed:
An increase in the Consultants & Contracts budget
(Object Code 5050) from $4,500.00 to $5,383.00 to
cover the necessary costs of officials for our games.
This is an increase of $883.00
Objective 5:
To secure an increase in the football budget for
Student Travel Expenses (Object Code 5101)
Action Plan (include who is responsible):
The Student Travel Expenses budget is used for
team travel and for overnight stay at hotels (as
needed). Increasing costs in mileage amounts has
added costs to travel to away competitions. Hotel
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costs have also increased significantly in the past 5
years.
The following are the budgeted amounts used this
year for 55 members of the football team, athletic
trainers, and the football coaching staff to travel to
our five away contests:
 College of the Sequoias = $3,675.00
 De Anza College = $2,800.00
 Butte College = $900.00
 College of the Siskiyous = $1,950.00
 Sacramento City College = $1,600.00
 Total mileage costs = $10,925.00
The following are the budgeted amounts used for
two overnight hotel stays. These hotel stays were
necessary because of the distance of the travel to
these locations and I chose locations that were
average to low in price for the area.
 College of the Sequoias = $2637.80 total
 De Anza College = $3,263.70 total
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Total amount spent for all mileage and two
hotel stays is $16,826.50. The current
football budget for Student Travel
Expenses is $15,850.00. The budget for
Student Travel Expenses is going to be over
by a minimum $976.50 this year. These
amounts do not take into consideration any
playoff games or bowl games, which will be
earned in future years.
Though I did not make arrangements to stay
overnight on our trip to the College of the
Siskiyous, it was only because of the lack of
funding. The trip is long, about 4 hours by bus
with no complications, and the game time is 1 p.m.
With an increased travel budget, we would leave
after classes on Friday to stay in a hotel so that we
could be fresh and ready to play on Saturday
afternoon. Leaving at 6 a.m. like we will have to
do, forces the young men in the football program
to get up at 5 a.m. and load the busses to just to sit
there for 4 hours before being asked to get off the
bus, get any needed athletic treatment, warm-up,
and get ready to run as fast as they can, play as hard
as they can, and perform to their very best for
upwards of three hours. The level of competition
is excellent from all of our opponents. Under the
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best conditions of health and athletic ability, would
we ask an athlete to do this or expect the best
performance from him? By not using a hotel for
these long distance travels, we are risking injury to
our student-athletes.
The schedule we are given to play is completely
uncontrollable. We must play those in our
conference and random out of conference
opponents, which are all scheduled by the Northern
California Football Conference and Commissioner.
Mileage costs are continuing to rise, which is also
uncontrollable as is the rise in hotel costs. For
example, to stay in Fremont for a game versus De
Anza two years ago would have cost $89 per night.
The same room cost $129 this year. Similarly, a
room in Fresno has gone from $89 per night to
$109 per night. Prices have increased like this all
across the state and the budget has not seen an
increase to reflect this.
When the football staff is speaking to a recruit, it is
a very attractive thing to be able to say that we do
overnight trips and stay in nice places when we
must go far away for games. It is a big deal to
recruits and they like to know that they are going to
be taken care of.
The same is true with retaining student-athletes.
Those that experience a road trip staying at quality
hotels and good meals is likely to not want to leave
the program to search for another. This good
travel experience is also directly related to student
success. A well-rested and well-fed student-athlete
will feel better and be better equipped to face the
physical challenges associated with being a college
student-athlete.
There is also a relation to student learning
associated with student travel. At the NCAA level
of competition, football teams travel by plane and
by bus to locations all over the country and they
stay at very high-end places. In order to learn how
to travel and how to act appropriately in such
environments, the student-athletes need to have
some experience traveling and staying in hotels
before a big game. There is an associated learning
curve with being able to handle this “business trip”
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atmosphere which can only be learned through
experience.
In order for the employees/coaches to be efficient
and effective, we must be well rested. Going on a
long and uncomfortable road trip that will last from
5 a.m. to 1 or 2 a.m. the following morning is very
difficult. We are required to do nearly that when
we do play far away and are able to utilize a hotel.
We often don’t return back to Quincy until early in
the a.m. of the following morning. Then we have
to be back in the office by 8 a.m. to begin breaking
down the game film and getting ready for our next
opponent. Having the ability to get a restful night
of sleep before the long day is very supportive for
the employees/coaches to be effective in their jobs.
Implementing this is easy and it can be done
quickly with the proper funding. Scheduling hotels
and looking for the best price and proximity to the
contest site is something that I do already.
The cost is a recurring cost as the football team will
have the need to use hotels at least twice a season,
maybe more, depending on the schedule we are
given. Mileage prices for our busses and vans and
hotel prices are only going to continue to rise.
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
Student Travel Expenses (Object Code 5101)
budget to be increased by $4,150.00. This would
increase the budget from $15,850 to $20,000. This
amount is asked for to offset the minimum of
$976.50 that we will be over budget this year and to
allow for increases in mileage and hotel stays along
with providing opportunity for a third overnight
stay for contests that are long distances with an
early start time. This is to prevent the safety and
injury issues associated with the time and length of
travel.
Objective 6:
To secure an increase in the football budget for
Student Meals (Object Code 5920)
Action Plan (include who is responsible):
The current budget in the football program for
Student Meals (Object Code 5920) is $7,875.00.
We play five home and five away contests.
According to the California Community College
Athletic Association, we may feed the football
athletes while at home for a contest, but currently
we do not have any money in the budget for this.
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For our away contests, five of them, the entire
budget must be used to feed on average 75 people.
This number comes from the 55 athletes we are
allowed to travel, plus 7 coaches, between 5 and 8
athletic trainers and assistants, and 5 support staff
for game management (student filmer, spotter in
the press box, ball boy, offensive play chart person,
and a defensive play chart person).
This puts the average for a person going to an away
contest at $21. This amount might be enough if we
were not required to be gone all day for some
contests and for multiple days for others. The two
overnight trips take this daily average down to $15.
This amount is not enough to give these young
men proper nutrition. As an Instructor of Health
and Exercise Science, I cannot in good conscience
stop at a McDonalds and ask these young men,
who are college football student-athletes, to try and
keep their meal total under $5. Twenty years ago,
this amount may have been enough, but it does not
buy a decent meal today. There are no restaurants
where we can go for this amount and get a
nutritious meal. When the football team goes to
HomeTown Buffet and we secure a deal, we pay
$13 for a meal, which is more than $3 off the
dinner menu price. This meal includes fruits,
vegetables, and various nutritious dishes accounting
for different personal eating habits. This includes a
meal with enough choices where a vegan, those
with food allergies, or those with dietary restrictions
can eat. I do have several team members in these
categories.
The current Student Meals budget is going to be
over by $2,000 this year. I am currently allowed $5,
$5, and $10 respectively for breakfast, lunch, and
dinner or $20 per day to feed the team members,
coaches, and support staff. Not only is this amount
not enough to purchase three quality meals in a
given day, it can barely buy two meals of any kind.
This amount includes drinks and snacks. This is
the entire expense allowed for food and drink.
I see this as a completely uncontrollable
augmentation of the budget. The student-athletes
and the staff need to eat and have the ability to
have choices for healthy meal. This is crucial for
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health, energy, and on-field performance. In
addition, I believe that we are completely negligent
if we are to require our students to only have a
minimal amount of funds to try to secure a healthy
meal. The current funding for meals is simply not
meeting the increased costs of quality meals.
Funding student meals appropriately is a huge
attraction and will bring more and better recruits to
the district. Knowing that we will take care of them
while on the road competing is an enormous asset
that we will promote. Eating nutritiously and
having nutritious options is directly related to
student success and retention. If our studentathletes feel appreciated and well fed, which are
basic human needs, they will be likely to want to
remain students at FRC and be appreciative of
these basic needs being met.
Increasing the budget for Student Meals is directly
related to and greatly increases the effectiveness and
efficiency of the employees/coaches. Simply put,
we as coaches and training staff members have the
same lack of funding to acquire multiple nutritious
meals as the students. We have the same $20 for a
full day of nutritional needs. If we cannot properly
fuel our systems, we as instructors will be sluggish
and not prepared for the physical demands of onfield coaching. This is in addition to not setting a
good example to our student-athletes in how and
what to eat to maintain proper physical health and
energy levels.
Implementing this is very easy and highly feasible.
With an increased budget for Student Meals, we
simply have to make the choice to eat at places with
healthy and varying options. These are recurring
costs as the football program will be required to
travel for at least 5 away contests each year, not
including any post-season bowl games or playoffs.
I would also like to be able to feed the team a
pregame meal on the night before each of our 5
home contests. This meal is multipurpose. It is to
be used for both nutritional gains and for team
building for our 5 home contests.
The Head Football Coach, Scott Brade and
Coordinator of Football Operations, Charlie
Rifenbark will be responsible for this plan of action.
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Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
An increase in the Student Meals budget (Object
Code 5920) from $7,875 to $14,700, an increase of
$6,825. This is to offset the $2,000 the budget will
be over in the current budget and to increase meals
from $5, $5, and $10 for breakfast, lunch, and
dinner, or $20 per day, to $7, $8, and $13 for
breakfast, lunch, and dinner for a total of $28 per
day.
Objective 7:
To secure additional funding for site
improvement to the football practice
field/classroom area (Object Code 6120)
Action Plan (include who is responsible):
This plan of action includes extending the practice
field from what is now 75 yards of useable space to
100 yards of functional space, plus 20 yards of end
zones. Field conditions will also be addressed, such
as fixing uneven surfaces, removal of gophers,
filling in gopher holes and ruts from deer, rolling
the surface to create a level playing field, installing
additional and connecting to the current irrigation
system, and seeding and watering the field area to
maintain a safe environment/classroom for our
student-athletes in the football program.
Scott Brade, the Head Football Coach, will be
responsible for working collaboratively with Nick
Boyd, Director of Facilities; Merle Trueblood,
Director of Athletic Operations & Events; and the
maintenance and grounds crews at Feather River
College to ensure that the field/classroom is kept in
a safe condition to be used for the teaching of
football specific concepts, drills, skills, and
individual and team activities. This is a one-time
cost.
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
$12,000 in additional resources (Object Code 6120)
to address these facility/classroom issues associated
with the football program.
The ability to learn is directly related to the
classroom environment. My classroom
environment is often the football practice field.
I teach the concepts of a sport that is played on
a field that is 100 yards long plus 10 additional
yards added onto each end for the end zone
area. The field is 53 1/3 yards wide. My
current classroom/field is inadequate because of
its size and at times unsafe because of
hazardous field conditions. I am therefore
attempting to teach these young men to play the
sport of football in a space that is not the same
dimensions as the space where they will face
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their opponents. In order to develop the spatial
and field awareness needed and to address the
other student learning outcomes associated with
competing in this sport, I must have a
classroom/field in the correct dimensions for
this learning to occur.
Objective 8:
To secure an increase in the football budget for
Dues and Memberships (Object Code 5020)
Action Plan (include who is responsible):
In order to be a member of the California
Community College Athletic Association and
Northern California Football Conference, we are
required to be members of the California
Community College Football Coaches Association
(CCCFCA). Dues for the membership are
currently $2,220.
Another pertinent membership to have for
professional development opportunities and to
have access to resources associated with coaching
the sport of football is a membership in the
American Football Coaches Association (AFCA).
It is the largest organization of professional,
college, and high school coaches in the nation with
more than 12,000 members. By being a member, I
have access to coaching videos and literature from
position specific coaching, to coaching
philosophies, to team-building and many other
dynamics related to the sport of football. The cost
for each member is $60 per year or for 7 coaches,
$420. The cost to attend the AFCA Convention is
an additional $30 or for 3 coaches to attend, $90.
This is a total of $510.
First Aid and CPR/AED training is also a vital
component to coaching. Each staff member
should be trained in these areas and their
certifications be kept current. The cost per coach
in the football program is $50 per year or for 7
coaches, $350.
As football coaches, we are required to properly fit
and give equipment out to our players. At a larger
college or university, this would be done by a
certified equipment manager. This person go
through a training process to receive the necessary
knowledge to ensure proper fit, which is essential to
player safety. The Athletic Equipment Managers
Association is the largest professional athletic
equipment manager’s network in the nation. The
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cost for membership is $100. The cost for the
certification test is $300. Maintaining certification
is done by earning 6.0 CEU’s (Continuing
Education Units) every three years. Continuing
education demands that certified AEMA members
become involved in a continuous improvement
process.
The current budget for Dues and Memberships is
$1,820. To date, this budget has been charged with
$2,220 in expenses, which have come from only the
required CCCFCA membership. The current
budget is over by $400. This amount does not
address the need for the following budget items:
AFCA Membership & Convention Dues: $510
First Aid and CPR/AED Certification: $350
AEMA Membership & Certification: $400
Each of these needs are completely necessary to the
operation of the football program and an
uncontrollable augmentation to the football budget
area. Both being First Aid and CPR/AED certified
and having AEMA certification are directly related
to student safety. Having this training and earning
these certifications will greatly reduce the district’s
exposure to potential hazards. As members of the
AFCA, two football staff members and I will attend
the annual AFCA Convention, where we will meet
many high school, college, and professional
coaches. These interactions with high school and
college coaches will increase our recruiting contacts,
which we will utilize to bring more students to the
district. As members of the AFCA, we will have
access to thousands of coaching videos and other
football articles, helping us to be better coaches.
This will help our students to be more successful in
their learning of the game and therefore more likely
to stay students at FRC. This knowledge we are
able to gain from the AFCA is directly related to
student learning. We are able to use the teaching
tools of video and literature to improve student
learning and to make us as educators more effective
and efficient. With this additional funding in place,
implementing these activities are highly feasible. As
the Head Football Coach, and the person
responsible for this implementation, I simply have
to sign my coaching staff up for memberships with
the AFCA, register those and myself to attend the
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AFCA Convention, contact the Red Cross and/or
the athletic training staff at FRC to get certified in
First Aid and CPR/AED, and to have my
Equipment Coordinator, Evan Kaschura sign-up
for membership with the AEMA and to then pay
for, study for, and take and pass the Equipment
Managers Certification Test. These costs are
recurring as are all memberships and will greatly
benefit the district, football program, coaching staff
members, and student-athletes who participate in
football at Feather River College.
Connection to results from assessment of
student learning and/or other plans:
Having membership in the AFCA is directly
related to student learning. The wealth of
coaching drills and philosophies available to the
football staff and therefore the student-athletes
is immense. For example, these videos can be
show before we take the field for practice,
increasing the understanding of what we are
looking to accomplish and the coaching points
that the football staff will be looking for during
a particular drill or set of drills. This is called
the “anticipatory set,” used in teaching
methodology and it is an important part of the
teaching progression.
Resources/Budget Needed:
$1,660 in additional resources to the Memberships
and Dues budget (Object Code 5020). This would
take the budget total from $1,820 to $3480 to
address required membership needs and other
memberships for professional development, player
safety and equipment fitting, and recruiting
opportunities associated with the football program.
Objective 9:
To secure an increase in the football budget for
Instructional Supplies (Object Code 4310) to
meet the needs of the football program
Action Plan (include who is responsible):
The current annual budget for Instructional
Supplies (Object Code 4310) is $5,705. The
following are instructional supplies, both current
and needed, associated with the operations of the
football program at Feather River College and their
respective costs:
Helmets: $275.99 each. They can potentially last
for up to 10 years as long as they pass certification
each year. We have a total of 157 helmets. 34
medium, 84 large, 39 XL. This number of helmets
is needed to fit the varying sizes of the studentathletes. We have no 2 XL helmets and need 5 to
accommodate the largest of the players. Also, with
the fact that some helmets every year do not pass
certification, that a helmet will only be viable for up
to 10 years, and that we have many helmets
manufactured in the same year, I believe that we
should look to purchase a minimum of 10 helmets
every year. This will remove the large expenditure
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when 50 or 60 helmets all go past the 10 year mark
at the same time, requiring a huge purchase amount
to replace them. Buying 10 to 15 helmets each year
will allow a cycle to be established so that we can
address team equipment needs. 10 x $275.99 =
$2,759.90
Helmet Reconditioning and Certification: Each year
we are required to send in our helmet inventory for
reconditioning and certification. Even if a helmet
did not get used, it is required to be sent in, where it
will receive a sticker signifying that it has passed
inspection in the current season/year. The cost of
this process was $7,577 for all 157 helmets.
Helmet Parts Repair Kit: Used on the sidelines
during games and in practices to fix helmet snaps
and various other pieces to keep a helmet in proper
working order. This includes the snap components
that connect the chin strap to the helmet, facemask
attachment pieces, and the necessary tools. The kit
contains 500 pieces and is $279.99
Shoulder Pads: $249.99 to $360.99 each, depending
on quality and position specific model purchased.
Though there is not a rule regarding shoulder pad
reconditioning or certification, shoulder pads can
last for 10 years or more if reconditioned annually.
If not, the life expectancy is 5 years. Currently,
there is no plan at FRC for reconditioning our
shoulder pads. We currently have 157 shoulder
pads. Several of the shoulder pads are at the end of
their life as they were purchased at the inception of
the football program. I think that the football
program should purchase 10 to 15 shoulder pads
each year and also look to recondition any that are
still quality enough to use should they be
reconditioned. Buying 10 to 15 shoulder pads
would allow a cycle to be created, removing the
potential need for an enormous amount to be spent
if several of the shoulder pads were to become
damaged or unusable, unable to be reconditioned,
or simply reach the end of their life cycle. 10 x
$360.99 = $3,609.90
Back Plates: $29.99 each. Back plates attach to the
bottom of the shoulder pads and are a necessary
piece of equipment used to protect any player that
might be tackled. This would include all
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quarterbacks, running backs, wide receivers, and
kick and punt returners. Most defensive players
also wear these to protect themselves while making
the tackle. When several players are engaging in a
tackle, their backs are to the outside. Any
additional player coming in to assist in the tackle
has a significant chance to contact his own
teammate in the lower back. Back plates
significantly reduce the potential for back injury.
Currently, the football program has 30 back plates.
This is not enough to protect the team members.
The life of a back plate is 5 years. 10 to 15 should
be purchased each year to correct the inventory
amounts needed to properly protect the studentathletes in the football program. 10 x $29.99 =
$299.90
Rib Protector: $54.99 each. Rib protectors attach
to the bottom of he shoulder pads and are a
necessary piece of equipment used to protect any
player that might be tackled. Specifically, it is used
to protect the ribs of quarterbacks who are often in
a vulnerable position when throwing the football.
With their arm overhead during the delivery of the
football, the rib area is exposed and is an aiming
point of defensive players. The football program
currently has zero of these. To protect the
quarterbacks, we should have 5 of these injury
prevention pieces of equipment. 5 x $54.99 =
$274.95
Mouthpieces: $87.99 for a box of 100. These are a
required piece of equipment for all players involved
with the football program. Two boxes of 100
count are necessary as mouthpieces become
damaged through use or become ineffective. 2 x
$87.99 = $175.98
Footballs: $79.99 each for a game ball and $34.99
for a practice football of the same design and
specifications. This year, with still three games and
practices left, we have gone through 14 game balls
and 16 practice footballs that were left from Coach
Andrus and his time coaching in the UFL. These
UFL balls are not the same size nor are they eligible
to be used in any game. We use them as kicker
balls and for the defense. A football usually doesn’t
last the entire season. For many reasons, they get
wet and lose their shape, they wear out from
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normal usage, the Jugs Machine that shoots out
balls to catch wears out the balls, the internal
bladder dry rots, etc., and they go bad and will no
longer hold air. By spring, most of these balls will
be unusable. We are still teaching the sport and
holding football courses in the spring and need
footballs to achieve our learning outcomes for this
time period. Per year, we need 40 footballs to teach
and coach football during the fall and spring
semesters. 20 game footballs x $79.99 = $1,599.80
and 20 practice footballs x $34.99 = $699.80 for a
total of $2,299.60 for 40 footballs.
Game Ball Prep Kit: The prep kit cleans, waxes,
and brings out the tack in the football for an
improved grip and conditions the leather to extend
the use of the game balls. 1 Game Ball Prep Kit =
$24.99
Practice Pants: Cheapest pants are $9.99 each and
up to $39.99 each. Practice pants are required for
each member of the football team to secure the
required safety pads for protection. Practice pants
usually have a life of 3 years depending on wear. In
order to begin a cycle of practice pants, the football
program should order 30 to 40 new pants each year
in various sizes to accommodate the range of sizes
of the student-athletes. $9.99 x 30 = $299.70
Football Belts: $2.19 each. Members of the football
team wear their football belt both for practice and
for games. It keeps their pants up and tight around
their pads. Belts too wear out. They have an
average life cycle of 3 to 4 years. 20 to 30 new belts
should be purchase each year. 20 x $2.19 = $43.80
Knee Pads: $6.99 per pair. Used for protection and
a required piece of football equipment. Life of
knee pads is 3 to 5 years. The football program
should purchase 15 pair per year to create a cycle of
equipment. 15 x $6.99 = $104.85
Thigh Pads: $14.99 per pair. Used for protection
and a required piece of football equipment. Life of
thigh pads is 3 to 5 years. The football program
should purchase 15 pair per year to create a cycle of
equipment. 15 x $14.99 = $224.85
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Practice Jerseys: $14.99 for the cheapest model and
$44.99 for the Nike practice jersey. The life of a
practice jersey is 3 years. In order to practice and
train in the same color jersey that we will be
wearing on game day, the football team members
need to have both a home color and an away color
practice jersey. This means having number 1-99 in
both green and in white. The kickers and
quarterbacks also wear an unusual color so that the
team members know not to contact these players.
That is an additional 10 yellow jerseys. All must
also have a jersey number screen printed on the
front and back of the jersey that matches their
assigned game number. For example, a quarterback
needs to be practicing throwing footballs to his
receivers who are wearing a green jersey the week
of a home contest. It is simply about proper
recognition of his team. If we are wearing white
jerseys all week and then are in green for a home
contest and the opponent is wearing white, there is
likely to be some confusion and mistakes made.
This simple thing drastically influences our athletic
performance. 99 green jerseys + 99 white jerseys +
10 yellow jerseys = 208 jerseys. 208 jerseys x
$14.99 = $3,117.92
Kicking Tee: $34.99 each. Used for kickoffs. Need
one.
Kicking Tripod: $31.99 each. Used in place of a
person holding the football so that a kicker can
practice field goals. Need one.
Ball on a Stick: $42.99 each. This piece of
equipment is used to teach defensive linemen to
focus on the football and its movement. During a
game, a quarterback will change his audible level
and cadence to fool the defensive line into jumping
off-sides. This tool is used to teach the defensive
linemen to focus on ball movement and to ignore
the coach who is changing his vocal inflections and
cadence during drills. Need one.
NZone-Championship Coaching System: $499 per
year. Membership includes access to numerous
videos, playbooks, and diagrams all associated with
our offensive philosophy. As a member, we have
access to Noel Mazzone, the Offensive
Coordinator at UCLA. The videos and playbook
164
are all of extreme quality and from UCLA games
and practices. Teaching techniques, teaching
progressions, and installation of the zone offense
are all included. This is an extremely valuable
teaching resource. We use this to design our
offensive playbook and also show UCLA video to
our team members to increase our understanding of
the schematics of this offensive philosophy.
M43-Championship Coaching System: $499 per
year. Membership includes access to numerous
videos, playbooks, and diagrams all associated with
our defensive philosophy. As a member, we have
access to Greg Vandagriff, the Defensive
Coordinator at Woodward Academy. The videos
and playbook are all of extreme quality and from
games and practices. Teaching techniques, teaching
progressions, and installation of the zone offense
are all included. This is an extremely valuable
teaching resource. We use this to design our
offensive playbook and also show this video to our
team members to increase our understanding of the
schematics of this defensive philosophy.
Pop-Up Dummy: $659.99 each. We currently have
two of these in the football program and are in
need of at least two more. The pop-up dummy is
used for teaching skills for the defensive line,
running backs, linebackers, wide receivers, and
defensive backs. Specifically, these are used for dip
and rip drills, pass rush drills, club and rip drills,
and many more. This teaching tool will be used in
both the spring and fall football courses. 2 x
$659.99 = $1,319.98
Pop-Up Dummy Arms: $98.00 each. These arms
attach to the pop-up dummy and are used to make
drills more lifelike in that a ball can be attached to
the arm so that the defensive player can work drills
to strip the ball and to go after the arm of the
quarterback. We currently have zero of these and
need two. 2 x $98.00 = $196.00
Step-Over Agility Bags: $173.00 each. These
instructional tools are used for all positions to teach
proper football movement and agility drills.
Currently, the football program has 6 of these in
good condition and 6 that are in poor condition.
We are in need of 6 new step-over agility bags and
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to recondition the ones that are in poor condition.
6 x $173.00 = $1,038.00
Forearm Shields: $79.99 pair. These are used to
teach hand fighting skills to all players and to
protect the player and/or coach wearing the
forearm shield. We currently have zero of these
and are in need of 4 pairs. 4 x $79.99 = $319.96
Total costs for all instructional equipment needed is
$24,982.25
The current football budget for Instructional
Supplies (Object Code 4310) is $5,705. This
amount is severely under the actual costs of the
required and needed instructional supplies used in
the operations of the football program at FRC.
The current budget is not even enough to cover
helmet reconditioning, which is a mandatory
process. This budget request is urgent and
uncontrollable. Several of these items requested are
not only necessary, but they are dedicated to the
safety and protection of the student-athletes.
Granting this budget request will reduce the
district’s exposure to hazards. Being able to
practice and to train with the proper equipment and
to be able to show our recruits that we do have the
instructional tools and coaching to help them
become better football players is a great attraction
for new students. These pieces of instructional
equipment are also directly related to student
success, learning, and retention. A student-athlete
who feels that he is getting the best preparation and
education in the sport of football is highly likely to
not only enjoy his experience here at FRC, but is
likely to continue as a student here until it is time
for him to transition to a 4-year college or
university. These pieces of instructional equipment
are important teaching aids for us as educators, but
also to the students and their learning of specific
football related skills. Having proper teaching tools
supports the football staff and has a significant and
positive effect on our effectiveness and efficiency
as instructors.
This budget request, should it be approved, will
provide the necessary financial support to the
football program that is needed to see it take the
next evolutionary step. Using this budget
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augmentation is not difficult, as the needed
equipment and resources have only to be ordered
through current vendors. The Head Football
Coach, Scott Brade and Football Operations
Coordinator, Charlie Rifenbark will be responsible
for implementing this plan of action. These are
recurring costs.
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
An increase in the football budget for Instructional
Supplies (Object Code 4310) from $5,705.00 to
$24,983.00. This is a requested increase of
$19,278.00 to the Instructional Supplies budget to
meet the instructional equipment needs of the
football program and the associated studentathletes.
Objective 10:
To secure an increase in the football budget for
Non-Instructional Supplies (Object Code 4325)
Action Plan (include who is responsible):
The current football budget for Non-Instructional
Supplies (Object Code 4325) is $8,380.00 and the
budget is currently over by $676.88. The following
are non-instructional supplies, both current and
needed, associated with the operations of the
football program at Feather River College and their
respective costs:
CoachComm Football Headsets: $699.00 per year
for reconditioning and to purchase an extended
warranty should they quit working or become
damaged. These are a required piece of equipment
necessary for communication between the coaches
in the press box with those on the field. Often, the
coach in the press box will get on the headset with
a player to inform him of what is happening during
a game.
100’ Extension Cord: $22.99 each. We currently
have zero of these and are in need of two. One will
plug in the JUGS Machine to simulate punts and
kicks and the other will be used to plug in the
practice segment timer. Currently, I have donated
my personal extension cord to be used during
practices and games as needed until these can be
purchases.
Wagon/Pull Cart: $632.00. In order to move the
120 lb. pop-up dummies, step-over agility bags, and
other football equipment, we are in need of a
wagon/pull cart. This will keep the equipment
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from being dragged on the ground and will keep
coaches and player from having to manually lift and
carry these items. Field usage requires the coaching
staff to organize drills in specific areas to
accommodate all position group. This will make
the transition of equipment much faster, safer,
easier, and protect the equipment while in
transition.
Game Jerseys: $8,000.20 to purchase new home
jerseys in the spring of 2015. Numbers 1-99 were
ordered and 5 replacement jerseys in white that
were damaged beyond repair. A football game
jersey has a life of 3 to 4 years. Some will become
damaged and need replacing each year for various
reasons. They become torn, ripped off a player
during the game, or if a player is injured and the
jersey is cut off the player. The current away jerseys
are currently in their 4th season and are in need of
being replaced. Game jerseys can last for more
seasons, but this requires having multiple options
for jersey wear. Currently, we have one full set of
home and one full set of away jerseys. Having a
second home set would extend the life of the home
game jerseys by 2 to 3 years and provide multiple
looks for aesthetic appeal. With budget approval, a
game jersey and game pants cycle will be created to
keep our players looking professional while they
represent FRC at home and on the road.
Game Pants: $64.99 each. Before the season
started, we had a total of 150 game pants. I know
that a few have been torn and some of those were
in poor condition. The life of game pants is the
same as game jerseys at 3 to 4 years. Some will not
make it a full season, while others will see a longer
life. With budget approval, a game jersey and game
pants cycle will be created to keep our players
looking professional while they represent FRC at
home and on the road. I think that 15 to 20 pants
should be purchased each year to create a
consistent cycle of game gear. 20 x $64.99 =
$1,299.80
Game Socks: $4.99 for cheapest to $24.99 per pair.
Socks are usually given to each player and they are
theirs to keep. With budget approval, the team
would get a pair of black socks and a pair of pink
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socks (to support Breast Cancer Awareness during
the month of October).
$4.99 + $4.99 = $9.98 x 100 pairs each = $998.00
Helmet Logos: $541.91 for 120 pairs of FRC
helmet logo stickers and a front sticker with FRC
on it. Every team member feels that sense of pride
when they make through football camp and earn
their helmet sticker. It is a team bonding moment.
It also is a recognizable emblem that each of our
helmets have to show that we are unified and a
team. At every level of football, helmets logos are
used to show who you are and who you represent.
Laundry Loops: $59.99 for case of 25. In order to
wash the team practice gear, the football program
needs laundry loops. A player would put his dirty
laundry inside his laundry loop and toss it in the
football laundry bin. From there, it is washed,
dried, and hung up in his locker ready for the next
practice. We have everything in place for this to
occur except for having numbered laundry loops.
The life of a laundry loop is for 3 to 4 years. $59.99
x 4 cases (100 laundry loops) = $239.96
Laundry Soap: The football program will spend
$400 annually in laundry soap and the associated
stain lifters to keep our game jerseys in top
condition. This includes washing the team practice
gear one time per week.
Patches for Cold Weather Coats: Being a falls sport,
football does play in inclement weather in the latter
part of the season. The football program has 35
cold weather athletic coats that are meant to be
worn over the football gear while on the sidelines.
The back of the coats say Omaha Nighthawks and
were purchased as part of the group of items
through Bart Andrus, the former Head Football
Coach at FRC. I want to put a patch on the back
of these coats to cover the Omaha Nighthawks
emblem. The new patch would read FRC in bold
yellow letters on a square green background. I
estimate this patchwork to cost $500 to make the
coats into useable Feather River College athletic
gear.
Coaches Gear: Whether on the field, out on the
road recruiting, or while attending an event for
professional development, the football coaching
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staff at Feather River College needs to be in
clothing that signifies who we are with and that we
are professionals in coaching football. With budget
approval, the 7 coaching staff members would each
have a windbreaker jacket, hoodie, 2 pairs of shorts,
2 t-shirts, and 2 coaching polos all with FRC
Football embroidered on the chest. The cost for all
of this coaching and professional looking attire
would be $1,795.50
The total costs for non-instructional equipment is
$15,152.35
The current budget for Non-Instructional Supplies
is $8,380. This amount is significantly under the
amount of needed non-instructional supplies used
in the operations of the football program at FRC.
The current budget is not enough to cover the
necessary cycling of game jerseys, game pants, game
socks, headset reconditioning and warranty, and
even more simple things like laundry soap. This
budget request is urgent and uncontrollable.
Several items in this budget request are dedicated to
the safety of the student-athletes and the coaches.
A large concern that we face when dealing a team
of this size is disease. Particularly Methicillinresistant Staphylococcus Aureus (MRSA). Most
infections are skin infections and the studentathletes can get them from cuts, scrapes, and other
similar type injuries. According to the CDC,
routine laundry procedures, detergents, and laundry
additives will all help to make clothes safe to wear
or touch. Increasing this budget to account for
laundry loops and laundry soap to wash team gear
is needed. Patches for our cold weather coats will
also serve to protect the student-athletes from
inclement weather during games. Not everyone
plays at the same time or all the time like in many
other sports. This gear will help to keep our players
warmer when it is cold or wet. This is important in
injury prevention. Muscle pulls and tears can occur
from getting cold and stiffening up and then being
on the field for competition. The addition of a
heavy duty wagon/pull cart will not only help to set
up the field more efficiently and help to keep the
equipment in better shape, but it will also remove
the players and coaches from having to carry the
more than 100 pound pop-up dummies across the
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field and back to the shed. With this cart, they can
simply be picked up by two people to be loaded on
the wagon and then pulled to the storage shed or to
the proper place on the field for use in drills. This
is also true with our step-over agility bags, cones,
hand shields, etc. that we use on a daily basis both
in the fall and spring semesters.
Having game jerseys and pants that are quality and
look good and are stylish is highly related to student
attraction. When we look good and recruits see
that we have nice looking game gear, they want to
play for FRC. The opposite is also true. Young
men want to look good and play for a team that
looks good. They particularly like pant and jersey
options. This too is highly related to student
retention. A player who is not happy with his game
gear and does not see it improving or changing, is
much more likely to leave the institution. Young
men want to look good and play for a team that
looks good. As for our effectiveness and efficiency
in recruiting, having great looking pants and jerseys
is an enormous asset. When visiting a school for a
college fair or when meeting recruits, the staff will
often bring a jersey, pants, and helmet to show the
young men what we look like. It is a powerful
recruiting tool and makes us much more effective
in our role as recruiters for FRC and the football
program.
This budget request, should it be approved, will
provide the necessary financial support to the
football program that is needed to see it take the
next evolutionary step. Using this budget
augmentation is not difficult, as the needed noninstructional equipment and resources have only to
be ordered through current vendors. The Head
Football Coach, Scott Brade and Football
Operations Coordinator, Charlie Rifenbark will be
responsible for implementing this plan of action.
These are recurring costs.
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
An increase in the football budget for NonInstructional Supplies (Object Code 4325) from
$8,380.00 to $15,153.00. This is a requested
increase of $6,773.00 to the Non-Instructional
Supplies budget to meet the non-instructional
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equipment needs of the football program and the
associated student-athletes.
Objective 11:
To secure an increase in Short Term Sub/Hrly
Temp (Object Code 2125) to pay for a
statistician at the home football contests.
Action Plan (include who is responsible):
Every team that we compete against has at least one
paid individual who has the responsibility of
learning the Stat Crew program and inputting the
statistical data from the game. These statistics are
required from the home team and must be
uploaded after each game in accordance with the
rules established by the California Community
College Athletic Association.
I feel that this an uncontrollable budget
augmentation. I am required from the CCCAA to
have the game statistics uploaded by 12 PM the day
after the game and for those statistics to be correct.
The football program needs someone who can do
this and do it correctly. When the stats are done
incorrectly, it takes many hours to go through and
watch the game play by play to find every individual
game statistic. This is a difficult and time
consuming process that takes away from our
teaching and time with our student-athletes.
Having your statistics correct will attract new
student-athletes just like not having them will
encourage student-athletes to leave. Statistics in
addition to voting by the head coaches in the
conference will determine much for post-season
accolades.
In order to be effective and efficient at coaching
and teaching the sport techniques of football, the
coaching staff members need to not have to spend
5 or 6 additional hours watching game film in an
attempt to get the statistics right. It simply wastes
our time and efforts to have to correct mistakes in
this area. Having the finances to hire a game
statistician would greatly increase our teaching time
and allow us to focus on student learning.
Once the budget is in place, it is highly feasible to
implement this strategy quickly by hiring a home
game statistician for football. This will be a
recurring cost. The Head Football Coach, Scott
Brade and Football Operations Coordinator,
Charlie Rifenbark will be responsible for
implementing this plan of action. This is a
recurring cost.
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Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
An increase in the Short Term Sub/Hrly Temp
budget (Object Code 2125) of $1,000. This would
take the current budget from $3,000 to $4,000.
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
Increased budget for Employee
Travel Expenses, specifically
recruiting
Increase the amount of coaching
stipends
Increase general budget amount
To purchase and end zone
camera system
To purchase an adjustable
football chute
Increased budget for Employee
Travel Expenses to send football
coaching staff to professional
development and conference
required activities
Increased budget for
Consultants & Contracts to pay
football officials at home
contests
Increased budget for Student
Travel Expenses
Increased budget for Student
Meals
To secure funding for practice
field site improvement
Increase budget for Dues and
Memberships
Increase budget for Instructional
Supplies
Increase budget for NonInstructional Supplies
Resource Type
Additional Funding
Additional Funding
Additional Funding
Additional Funding
Additional Funding
Rationale
(include connection to other plans)
See current year objective 1 and 3
See next year objective 3
See current year objective 2
See current year objective 3
See current year objective 4
See next year objective 1
See next year objective 2
Professional
Development
See current year objective 3
See next year objective 3
Additional Funding
See current year objective 3
See next year objective 4
Additional Funding
See current year objective 3
See next year objective 5
See current year objective 3
See next year objective 6
See next year objective 7
Additional Funding
Facilities
Additional Funding
Additional Funding
Additional Funding
See current year objective 3
See next year objective 8
See current year objective 3
See next year objective 9
See current year objective 3
See next year objective 10
173
Increase budget for Short Term
Sub/Hrly Temp to hire a
statistician at home games
Additional Funding
See current year objective 3
See next year objective 11
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
43. Describe the current status of the Program/Depart/Service Area.
The football program at Feather River College is still in a transitional phase. I took over the program
in January of 2015 and have had a complete staffing change. We are also underfunded and are in need
of several new pieces of instructional equipment to meet the needs of the students and staff who are
involved in the program. A football team needs a few specific things to improve each year. We need a
place to practice, we need a place to train, and we need a consistent staff in order to solidify recruiting
from year to year. All three of these need to be addressed. The practice field/classroom area for
football is not actually the length of a football field and we do not have any goal posts in order to work
aspects of Special Teams. We currently have a place to train/weight room, which is not suitable or
safe for a football team to use. The space is too small, doesn’t have enough equipment, and is located
in a space that is not designed for this type of use. Finally, since almost the entire staff is new,
including myself, we are still learning each other and what it takes to recruit student-athletes to Feather
River College who are academically, socially, and athletically prepared to have success in this
environment.
Overall, we have a long way to go to get to where I will be able to say that we are in a good place,
though we do have several positive attributes. The coaching staff cares about the young men we work
with and about their futures beyond FRC. The staff is also talented and we encompass a wide variety
of skills in football, athletics, and beyond. We are an educated staff, with several members holding a
master’s degree. The college itself and those who work in the academic and student-services arena
seem truly invested in what they do/teach and in helping young people.
44. Explain significant issues and/or changes that have occurred since the last comprehensive review.
Since the last comprehensive review, the most significant change that has occurred is that there has
been a change in leadership in the football program at Feather River College.
The next most significant issue that has occurred since the last review is that the football budget has
not seen an increase in any area to reflect the increasing costs and program needs that I have explained
and documented in this APR. We simply are under-funded. An entity like a college football program
must be funded properly in order to compete with other programs and to take the
45. Briefly explain significant changes expected during the upcoming year.
During the upcoming year, I expect to do more in-state and out-of-state recruiting and also
professional development activities to expand the numbers of those involved in the football program.
I anticipate holding some camps and clinics at FRC to increase fund-raising for some of the needs of
the program. I expect that the new facilities building will be constructed and in use so that the current
facilities building will get the necessary renovations to construct a weight room with the necessary
equipment appropriate for a college football team, a football only locker room, a
cardiovascular/strength machine room, appropriate storage facilities to house the many thousands of
dollars of football equipment, and the new football office/trailer building to be fitted with the
necessary desks, chairs, meeting table, dry erase boards, overhead projector, fax/copy/scanner/printer
machine, computers for all coaches, and an appropriate place to meet with recruits who come to visit
174
the campus at Feather River College. I am also expecting to receive funding for many of the
items/issues that I have addressed in this APR as they are necessary to properly maintain a college
football program and train and keep safe the members of the football team.
APPENDIX
Attach supporting documents as appropriate.
175
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: HEALTH AND EXERCISE
STUDIES/ATHLETICS/LAKE ALMANOR FITNESS
NAME OF PERSON SUBMITTING THIS REVIEW: Merle Trueblood
DATE OF SUBMISSION: 10/30/15
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1: Continue to collaborate with Lake
Almanor basin area and LAFC to increase health
opportunities.
Summary of Progress: Securing a 5-year
agreement with Feather River College would
help ensure stability and allow LAFC to promote
their services long term to the surrounding
community. Have yet to secure this kind of long
term contract.
Objective 2: Increase instructional offerings at
the LAFC facility.
Summary of Progress: New curriculum has
been written and approved that will allow LAFC
to operate until the guidelines from the
Chancellors office change.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1: Increase budget to cover service
agreement expense.
Action Plan (include who is responsible):
Budget Committee approved increase (Merle
Trueblood)
Objective 2:
Action Plan (include who is responsible):
176
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Objective 1:
Stay within the Title V curriculum requirements
Connection to results from assessment of
student learning and/or other plans:
Ed Plan, Strat Plan
Action Plan (include who is responsible):
Review SLO’s, curriculum and service contract
annually.
Resources/Budget Needed:
Objective 2:
Action Plan (include who is responsible):
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
Example: Staff training
on effective written
communication
Example: 1 new
clerical staff member
Resource Type
Professional
Development
Additional Staff
Rationale ( include connection to other plans):
See current year objective 2
See next year objective 3
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
46. Describe the current status of the Program/Depart/Service Area.
Operating efficiently and effectively under the Chancellor’s office guidelines.
47. Explain significant issues and/or changes that have occurred since the last comprehensive review.
None
48. Briefly explain significant changes expected during the upcoming year.
None foreseen at this time
APPENDIX
Attach supporting documents as appropriate.
177
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: HES DEPT./MEN’S
BASKETBALL
NAME OF PERSON SUBMITTING THIS REVIEW: Randy Rick
DATE OF SUBMISSION: 10-14-15
MANAGEMENT AREA (check one):
X
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
To enhance our team-room to ensure an
environment that is safe, ensures focus, and is
conducive to learning.
Summary of Progress:
We have a new 42” big-screen monitor used for
practice and game breakdown via digital.
Objective 2:
To create a basketball schedule that will be cost
effective by eliminating miles traveled and
lodging within the Board approved allocated
budget, while still playing the maximum number
games allowed by the COA.
Summary of Progress:
I have strategically managed to geographically
reduce the mileage to-and-from pre-season
tournaments, which proves to be cost effective in
staying within our Board approved allocated
budget. In preparing the budget, I submitted
projected travel dates, cost of lodging and meal
expenditures for each specific tournament. In this
mission, my primary focus is to reduce miles
traveled which reduce overnight stays which will
save money within the budget. I work extremely
hard to produce a reputable schedule that affords
our athletes to gain exposure with the goal to earn
and attain college scholarships and ultimately to
obtain a college degree. I believe in quality games
over quantity of games. I have removed us from
tournaments that require additional overnight stays
such as the Fresno City College, Ohlone College,
Diablo Valley College and the Lassen College
tournaments. Unfortunately I had to get into the
Foothill College Tournament in Los Altos.
Resources/Budget Used:
All enhancements to our team locker-room has
been performed by our fundraising campaign
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Objective 3:
To enhance the Training department in
additions of personnel, student-workers, space
and equipment.
Summary of Progress:
The Athletic dept. has expanded the available space for
the Training dept. but has a long way to go to
accommodate the number of athletes.
Resources/Budget Used:
Budget process. HES priorities. A Divisional &
Senatorial decision in conjunction with HES goals and
objectives.
Objective 4:
To achieve contractual minimum contract
numbers for Fall 2015. With the loss of both the
Good Neighbor policy and endorsing out of
state students to be California residents it is my
goal to recruit 12-17 student-athletes to FRC. I
will be proactive in creating a new fundraising
categorical line item within my camps and clinics
budget which will enhance the recruiting
process.
Summary of Progress:
We lost the Nevada Good Neighbor policy along
with the ability to transfer out-of-state students to
California residents but I was still successful in
recruiting contractual numbers to my program.
With the help of Valerie Campa, we were able to
create a separate fundraising categorical line item
for recruiting which will help subsidize the cost
needed for recruiting. Despite having the new
fundraising line item allocated for recruiting we did
not have the monies to use for recruiting. Because
of our ability to recruit nationwide, I would like to
request more money to facilitate our recruiting
efforts. We are very limited financially.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.)
Will your allocated resources be sufficient given your objectives?
Objective 1:
To achieve minimum contract numbers for
Fall 2016 in conjunction with current COA
rules and regulations, With the new CCCAA
rule which allows us to recruit the state of
California students I will be proactive in
targeting this population. Also, with the newly
adoption of FRC to endorse California
residency to out-of-state students I will also
make it a goal to recruit students from outside
California
Action Plan (include who is responsible):
Being the head coach of the Men’s Basketball
program I am ultimately responsible to recruit to my
program. I will do so by using our FRC resources and
budgetary monies. It is my goal to get more money in
order to do a more proficient job in recruiting. I
would like to ask for an additional $1,000.00 which
would help in recruiting students to FRC.
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Objective 2:
Purchase and install new shot clock and
scoreboard for the 2016 conference season.
Action Plan (include who is responsible):
Thanks to the fundraising efforts of Merle
Trueblood this objective may come to the fore.
Merle has identified two local businesses to
purchase state-of-the-art scoreboards which will
enhance the MPB as well as the function of
keeping score by replacing the outdated and
dysfunctional scoreboards currently being used.
Objective 3:
To increase the general fund budget by $3,500 to
subsidize the following areas: officiating costs,
membership dues, and travel expenses, and
supplies. All of these areas have seen significant
increases over the last year.
Action Plan (include who is responsible):
I along with Merle Trueblood will work to attain an
increase in the 2016-17 general fund budget to
meet and maintain the annual increase of
membership dues, travel expenses, supplies.
Hotel rates have increased $10.00 to $40.00 per
room depending on the geographical location.
CCCAA coaches’ membership dues have increased
$50.00 per year. We have not purchased away
uniforms for several years and they cost $1,500.00
per set. Other supplies such as nets ($8.00), video
chips ($25.00), basketballs ($52.00 each)
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Objective 1:
To achieve minimum contract numbers for Fall
2016 in conjunction with current COA rules and
regulations, With the new CCCAA rule which
allows us to recruit the state of California
students I will be proactive in targeting this
population. Also, with the newly adoption of
FRC to endorse California residency to out-ofstate students I will also make it a goal to recruit
students from outside California
Connection to results from assessment of
student learning and/or other plans:
My tenure contractual agreement along with the
Strategic Enrollment committee’s help.
Action Plan (include who is responsible):
Being the head coach of the Men’s Basketball
program I am ultimately responsible to recruit to
my program. I will do so by using our FRC
resources and budgetary monies. It is my goal to get
more money in order to do a more proficient job in
recruiting. I would like to ask for an additional
$1,000.00 which would help in recruiting students
to FRC.
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Objective 2:
Purchase and install new shot clock and
scoreboard for the 2016 conference season.
Action Plan (include who is responsible):
Thanks to the fundraising efforts of Merle
Trueblood this objective may come to the fore.
Merle has identified two local businesses to
purchase state-of-the-art scoreboards which will
enhance the MPB as well as the function of keeping
score by replacing the outdated and dysfunctional
scoreboards currently being used.
Connection to results from assessment of
student learning and/or other plans:
Recruiting, Retention, Mission of FRC
Objective 3:
To increase the general fund budget by $3,500
to subsidize the following areas: officiating
costs, membership dues, and travel expenses,
and supplies. All of these areas have seen
significant increases over the last year.
Action Plan (include who is responsible):
I along with Merle Trueblood will work to attain an
increase in the 2016-17 general fund budgets to
meet and maintain the annual increase of
membership dues, travel expenses, supplies.
Hotel rates have increased $10.00 to $40.00 per
room depending on the geographical location.
CCCAA coaches’ membership dues have increased
$50.00 per year. We have not purchased away
uniforms for several years and they cost $1,500.00
per set. Other supplies such as nets ($8.00), video
chips ($25.00), basketballs ($52.00 each)
Connection to results from assessment of
student learning and/or other plans:
Recruiting, Retention, Mission of FRC
Objective 4: Continue to transfer student
athletes on to the 4 year level, as well as
maximize academic progress while our students
are here.
Connection to results from assessment of
student learning and/or other plans:
Action Plan (include who is responsible):
Continue to mentor our student athletes in a
positive manner on a daily basis. Hold them
accountable for their actions off the court. We
currently have 3 sophomores who will have several
opportunities at the next level.
Resources/Budget Needed: Continued purchase
of Front Rush program as well as continued
purchase of Hudl, or new purchase of Krossover
software, which would make it easier to edit and
send out game film. Slight increase in price for
Krossover. I will be responsible for overseeing this
process.
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Objective 5:
To install glass backboards on the side courts.
Action Plan (include who is responsible):
I will do groundwork into cost
Connection to results from assessment of
student learning and/or other plans:
Objective 6:
To Install new backboard pads on the game
backboards.
Action Plan (include who is responsible):
The addition of backboard padding would allow us
to update and enhance current ones that are getting
old. Maintenance could put these up in an hour or
two. I will be responsible for ordering new pads.
Connection to results from assessment of
student learning and/or other plans:
Game management, supplemental support.
Resources/Budget Needed:
Approximately $400
Objective 7:
Purchase of a Shooting Gun for the basketball
programs.
Action Plan (include who is responsible):
A Shooting Gun would allow us to maximize our
time used effectively and efficiently. The amount of
shots that our players can shoot in a certain period
will triple to what we can currently do with the
resources that are available to us. I will be
responsible for identifying cost effective shooting
guns.
Resources/Budget Needed:
Approximately $8000
Connection to results from assessment of
student learning and/or other plans:
Student Learning, Recruiting, Retention
Objective 8:
Increase in employee travel expenses which will
allow for the increase of effective recruiting.
Connection to results from assessment of
student learning and/or other plans:
Professional Development, Recruiting,
Retention, Student Learning
Action Plan (include who is responsible):
With an added increase on our recruiting budget,
we would be able to travel to elite tournaments.
The increase would allow for us to travel to the
event, stay at the given city, and buy the recruiting
book for each event. The players that go to these
events are typically student athletes who are serious
about their schooling, basketball and responsible in
life. This would increase the quality of student
athlete we would be able to recruit to FRC. I will be
responsible for identifying specific events.
Resources/Budget Needed:
Flight - $300-$500 for each event
Hotel - $300 - $500 for each event
Recruiting Book - $100-$200 for each event
Total - $700-$1200 depending on where event is,
and the cost of the book.
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Objective 9:
Purchase of new nets for the main baskets.
Connection to results from assessment of
student learning and/or other plans:
Student Learning
Objective 10:
Purchase of padded chairs for game days.
Connection to results from assessment of
student learning and/or other plans:
Recruiting, Retention
Action Plan (include who is responsible):
Purchase new nets on before games to keep the
look of our gym pleasing to the eye. I am
responsible for ordering these nets
Resources/Budget Needed:
$11.98 for each set.
Action Plan (include who is responsible):
Our current chairs are aging and it is possible that
they are decreasing in number. It would be nice to
provide a facelift through the chairs, which would
make game days more pleasing to the eye.
Resources/Budget Needed:
Approximately $2500
Objective 11:
DVD’s on different coaching concepts. These
DVD could be instrumental in the learning
process of our players. Their ability to process
these ideas from other coaches, as well as our
ability as a coaching staff to apply these new
concepts into our program would be great.
Connection to results from assessment of
student learning and/or other plans:
Professional Development, Student Learning
Action Plan (include who is responsible):
I would personally add videos to a basketball library
which our players and coaching staff could use. We
would use them as a teaching tool for our players to
learn the concepts that we are trying to apply in
game situations.
Objective 12:
Tri-cast System to stream games over the
internet.
Action Plan (include who is responsible):
This would all family, friends, alumni and staff to
watch live games from afar. This powerful concept
would enhance recruiting, retention and placement
of our players to move onto other colleges on
scholarships. I will spearhead this campaign along
with Merle Trueblood.
Resources/Budget Needed:
?
Connection to results from assessment of
student learning and/or other plans:
Student retention, student recruiting
Resources/Budget Needed:
Each video costs anywhere from $50-$150.
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
183
Need
Implementation of our games to
be Web Cast live online
Resource Type
IT, Facilities
Rationale
(include connection to other plans)
See next year objective 3
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
49. Describe the current status of the Program/Depart/Service Area.
The Men’s Basketball program has currently twenty-three individuals enrolled as full-time students. We
have six returning sophomores and seventeen new freshman. Five students are California residents
with the remaining eighteen being out-of-state students. From last year’s team we had one student go
Division 1 and one earn a scholarship to a NAIA institution. We lost two students from last year’s
team to other California Community Colleges in southern California due to them not being able to
gain California residency here at FRC. We lost a third student do to the lack of housing.
He have also hired a new assistant coach in Daryl Erwin who teaches Weights, Academic Success and
Advanced Sports Conditioning.
50. Explain significant issues and/or changes that have occurred since the last comprehensive review.
He have also hired a new assistant coach in Daryl Erwin who teaches Weights, Academic Success and
Advanced Sports Conditioning. Also, we have made a significant change in our schedule by dropping
two tournaments and strategically scheduling single games. Also, the Men’s team will play prior to the
Women’s team in every 2016 Golden Valley Conference contest this season.
51. Briefly explain significant changes expected during the upcoming year.
I anticipate our facility being remodeled this coming year and as a result we will be practicing and
playing at a new facility located next to the college’s health club.
APPENDIX
Attach supporting documents as appropriate.
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ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: MEN’S SOCCER
NAME OF PERSON SUBMITTING THIS REVIEW: Don Williams
DATE OF SUBMISSION: 10/28/15
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Installation of nets behind the goals to catch
errant soccer balls.
Installation of slats in the fence to act as a wind
block and to allow for charging admission to
games.
Summary of Progress:
None. No Funding
Objective 2:
Building a Soccer Locker room down by the
soccer field.
Summary of Progress:
None. No Funding
Objective 3:
Adding a 3rd assistant to the soccer side since the
numbers have grown from 30 for 2 teams to
nearly 60.
Summary of Progress:
None. No Funding
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.)
Will your allocated resources be sufficient given your objectives?
185
Objective 1:
Installation of nets behind the goals to catch
errant soccer balls.
Installation of slats in the fence to act as a wind
block and to allow for charging admission to
games.
Action Plan (include who is responsible):
Our objective to have green slats installed to allow
us to control the fans and charge admission has
been unmet as has the continuing need to have
netting installed behind the goals to improve and
increase instructional class time by allowing more
time with the balls available to each student.
Netting behind the goals is a major issue. Can you
imagine in a math class if you get a problem wrong,
you make a mistake the teacher makes you leave
the class for 2 minutes for every mistake you
make? So if you make 10 mistakes in a one hour
class, you miss 20 minutes of a one hour class?
How is that student supposed to get better at math
if they are only attending 40 minutes of a 60
minute class?
Intercollegiate soccer and Advanced soccer are
classes, we have curriculum, we are trying to
improve student skills in the class, yet every time a
mistake is made and the ball is kicked over or on
the side of the goal high, the ball goes over the
fence, sometimes 50+ yards away and students
must go retrieve the ball so we do not lose any
equipment. This takes learning time away from
students and retards their skill development.
We have been asking for this objective to be met
in our APR’s for 6 years now, in no other class on
this campus would a teacher allow students to leave
the classroom every few minutes, teachers know
that this is not conducive to a learning
environment, yet for some reason those that review
the APR’s do not understand that soccer student’s
learning time is being reduced drastically every
single year and the solution is simple, we need net’s
behind each goal to catch errant balls so that our
students can have more learning time in their
classroom environment.
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The overall cost to FRC for this project is
negligible.
This is classroom improvement and is
necessary to teaching success
It is dangerous to have students climbing
fences to retrieve balls, this is a safety issue.
Netting behind the goals adds to the
commitment to soccer student-athletes, it is
very hard to convince a soccer student
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Objective 2:
Additional Assistant Coach
athlete that FRC is committed to their
development when the facilities are sub-par
and detrimental to their development.
Soccer student-athletes that are not
developing because of inadequate facilities
are not as likely to stay as those that feel
supported.
As an employee I cannot teach without
equipment to do so, having students out
chasing balls are moments taken away from
me teaching them.
The project is easily feasible.
Summary of Progress:
I have consistently recruited more than 25 players
to our program with numbers closer to the 30
mark. The problem we have is when we have to
split the men and women to travel we can only
have 1 coach at one game or the other. This is
highly problematic because if something happens
to the one coach at the one game then the game
will be forfeited.
Traditionally when numbers in a sport are
consistently over 25 a new coach has been granted
to aid in the workload. Since soccer has a
minimum number of only 15 (22.5 FTE based
upon 18 units which is what our players take on
average) and we have upped that number to 25
(37.5 FTE) for an addition of $67,500 in income to
FRC, soccer should be given one additional
assistant coach stipend at $9,500. This assistant
coach would be split between the men and the
women, I am not asking for a new assistant for the
men and for the women, just one to split between
the two.
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
187
Objective 1:
Action Plan (include who is responsible):
Objective 1:
Installation of nets behind the goals to catch
errant soccer balls.
Installation of slats in the fence to act as a wind
block and to allow for charging admission to
games.
Action Plan (include who is responsible):
Our objective to have green slats installed to allow
us to control the fans and charge admission has
been unmet as has the continuing need to have
netting installed behind the goals to improve and
increase instructional class time by allowing more
time with the balls available to each student.
Netting behind the goals is a major issue. Can you
imagine in a math class if you get a problem wrong,
you make a mistake the teacher makes you leave the
class for 2 minutes for every mistake you make? So
if you make 10 mistakes in a one hour class, you
miss 20 minutes of a one hour class? How is that
student supposed to get better at math if they are
only attending 40 minutes of a 60 minute class?
Intercollegiate soccer and Advanced soccer are
classes, we have curriculum, we are trying to
improve student skills in the class, yet every time a
mistake is made and the ball is kicked over or on
the side of the goal high, the ball goes over the
fence, sometimes 50+ yards away and students
must go retrieve the ball so we do not lose any
equipment. This takes learning time away from
students and retards their skill development.
We have been asking for this objective to be met
in our APR’s for 6 years now, in no other class on
this campus would a teacher allow students to leave
the classroom every few minutes, teachers know
that this is not conducive to a learning
environment, yet for some reason those that review
the APR’s do not understand that soccer student’s
learning time is being reduced drastically every
single year and the solution is simple, we need net’s
behind each goal to catch errant balls so that our
students can have more learning time in their
classroom environment.




The overall cost to FRC for this project is
negligible.
This is classroom improvement and is
necessary to teaching success
It is dangerous to have students climbing
fences to retrieve balls, this is a safety issue.
Netting behind the goals adds to the
commitment to soccer student-athletes, it is
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

very hard to convince a soccer student
athlete that FRC is committed to their
development when the facilities are sub-par
and detrimental to their development.
Soccer student-athletes that are not
developing because of inadequate facilities
are not as likely to stay as those that feel
supported.
As an employee I cannot teach without
equipment to do so, having students out
chasing balls are moments taken away from
me teaching them.
The project is easily feasible.
Objective 2:
Action Plan (include who is responsible):
Objective 2:
Increase in travel budget code
1100 76010 5101 083550
Action Plan (include who is responsible):
When I came in to FRC 5 years ago the range in
hotel cost was $79.99 – $99.00 and that often
included a free room thrown in for the head coach.
Now the costs range is $109.99 - $159.99 and most
hotels are no longer offering a free room option for
the head coach.
Men’s soccer averages 5-6 overnight trips in the
regular season and usually makes the playoffs
through two round for a 7th and 8th overnight trip.
Men’s soccer travels only 20 players (that means
that we must leave at least 6 players home who pay
full tuition to FRC, most are out of state players so
the total cost to those players staying home
(imagine that you are not allowed to take field trips
or participate in out of class learning activities) is
$13,000 + per year (that is $78,000 total to all 6
being left behind) and rooms 4 players per room.
When you include a coaches room and a bus driver
room that is 7 rooms that are needed.
If we take the average cost in the current cost for
FRC travel and project that costs will continue to
rise we get an average cost of northern California 2
star hotels at $140.99.
When we multiply $140.99 X 7 rooms we get
$986.93 per one night stay for women’s soccer.
If we multiply $986.93 X 8 trips we get $7,895.44
which will leave us a category budget overage of
$1,335.44.
Women’s soccer is asking for an increase of
$2,500 to this budget code to accommodate rising
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costs and to allow us to bring 4 more students per
trip.
 This item does not have a large impact on
the overall budget at FRC.
 These rising costs are uncontrollable.
 When potential students hear that they may
be left home this hurts our student
attraction



This is a direct effect on student retention,
students do not like not being able to
participate in games
Employee effectiveness is directly affected,
I cannot do my job and win games when I
am forced to leave players that are essential
to the team at home.
This is highly feasible
Objective 3:
Action Plan (include who is responsible):
Objective 3:
Increase in Employee Travel Budget Code
1100 76010 5100 083550
Action Plan (include who is responsible):
For many of the same reasons that are stated in
increased costs of travel our recruitment budget is
not sufficient. If I can bring in just 3 more students
to FRC because I am allowed an extra recruiting
trip that would mean approximately $13,500 more
income to FRC.
Just one trip to Reno for one day is a cost of
$150. A proper recruiting year for a school like
FRC for women’s soccer would include:
 One major Southern California Tournament
$600
 One Major Out of State Tournament $600
other than Nevada
 2 Major Northern California Tournaments
Cost $800
 2 recruiting trips to Reno $300
 2 Recruiting trips to Chico/Yuba
$300
Total $2,600
We are asking for an additional $1,000 in
this budget code area to properly recruit
and continue to maintain numbers that are
higher than our minimum required 15 (22.5
FTE). Our annual goal for women’s soccer
student-athletes is 25-30 (37.5 FTE – 45
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FTE) which brings in an additional $67,500$101,250 to FRC.
Overall impact to budget at FRC is
negligible and the results will actually
improve the overall income to FRC. Soccer
has proven that with support we can recruit.
The rising costs of travel are uncontrollable.
This is a direct effect on student attraction.
Weak teams drive student-athletes away
from teams, if we want to maintain the
student-athletes that we have we have to
show them that we are striving to build and
recruit for a strong program.
Employee Support - It is unfair to ask
employees to spend their own money to go
on college recruiting trips which is what is
happening currently.
This is completely feasible.
Objective 4:
Action Plan (include who is responsible):
Objective 4:
Uniforms for 2016-2019. Budget Code
1100 76010 4325 083550
Action Plan (include who is responsible):
Uniforms have a lifespan of a maximum of 3 years.
As of 2015 we have been wearing the same
uniforms for 3 years that they are showing their
wear. They have rips, tears and the number are
wearing off of them.
A preliminary investigation shows that new
home and away uniforms will cost approximately
$49.99 for tops and bottoms with logos, tax and
delivery charges added on.
Purchasing 25 uniforms will cost approximately
$1,249.75. We will make these last for 3 seasons so
the per season cost is only $416 per season which is
very reasonable to run a team of 25 which brings in
$112,500 to FRC in income.
 This program cannot operate without this
item, uniforms every 3 years is
uncontrollable.
 Obviously uniforms are crucial to running a
soccer team and thus attracting new
students.
 Obviously uniforms are crucial to running a
soccer team and thus crucial to retaining
students and having soccer student-athletes
be successful.
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
A teacher of soccer teams cannot properly
do his job without a team that has uniforms.
Purchasing these needed uniforms is easy
and feasible.
Objective 5:
Action Plan (include who is responsible):
Objective 5:
Associate Head Coach Stipend.
Action Plan (include who is responsible):
The stress and difficulties of running 2 sports and
sustaining momentum of proper recruiting and
training for 1 head coach and 2 inexperienced
assistants is not a sustainable model when we are
talking about 50-60 student-athletes.
The model that soccer needs to go to if just 1
head coach is to be responsible for 50-60 athletes
from 2 different teams is this:
1 Head coach
1 Associate Head Coach to take some of the
recruiting and training responsibilities of 1 women’s
team.
1 Associate Head Coach to take some of the
recruiting and training responsibilities of 1 men’s
team.
The additional cost to Women’s soccer of this
model would be $5,500 per year which is only
about $183 per student athlete who generates on
average $6,750 in income for FRC. This is crucial
to the stability of the program model which we
have developed.
When I came in 6 years ago men’s soccer was lucky
to have 18-20 players and now we hover around the
28 player mark but I cannot sustain the energy and
recruiting needs to maintain these numbers year
after year without good help and the Associate
Head Coach model will allow me to maintain
momentum.
 The continued success of the program in
bringing in 10 student-athletes (15 FTE) to
FRC (valued at $67,500 in income) will
hinge on a new model that includes an
associate head coach.
 A successful team and a competent
coaching staff attracts new soccer studentathletes to FRC whereas a staff with
constant turnover does not.
 If we want students to remain part of a
school and soccer program we need to
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
demonstrate a commitment to that program
and there can be no greater commitment
shown that to the coaching staff who has
direct contact with these soccer studentathletes on a year round basis.
I would hope that it is obvious to everyone
that before my arrival and commitment to
this program and school that the soccer
program was a mess and in disarray. I have
provided stability not only as soccer teams
but academically as well, in order to
maintain a strong academic group of soccer
student-athletes as well as a winning teams,
I NEED HELP. Running a program on the
current model of 1 head coach and 2
inexperienced assistants is not possible. I
need to provide a living wage to 2 qualified
associate head coaches to make this work
with the addition of one more assistant and
to get them to stay with us (thus providing
teaching stability to our program) for at
least 3-5 years.
This is a simple fix and based on the
income I have proven that soccer can
generate for FRC it should be easy to justify
and implement.
Objective 6:
Action Plan (include who is responsible):
Objective 6:
Additional Assistant Coach
Summary of Progress:
I have consistently recruited more than 25 players to our
program with numbers closer to the 30 mark. The problem
we have is when we have to split the men and women to
travel we can only have 1 coach at one game or the other.
This is highly problematic because if something happens to
the one coach at the one game then the game will be
forfeited.
Traditionally when numbers in a sport are consistently
over 25 a new coach has been granted to aid in the
workload. Since soccer has a minimum number of only 15
(22.5 FTE based upon 18 units which is what our players
take on average) and we have upped that number to 25
(37.5 FTE) for an addition of $67,500 in income to FRC,
soccer should be given one additional assistant coach
stipend at $9,500. This assistant coach would be split
between the men and the women, I am not asking for a new
assistant for the men and for the women, just one to split
between the two.
193
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
Example: Staff training on
effective written communication
Example:
One new clerical staff member
Resource Type
Professional
Development
Additional Staff
Rationale
(include connection to other plans)
See current year objective 2
See next year objective 3
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
52. Describe the current status of the Program/Depart/Service Area.
Since arriving at FRC 6 years ago we took a men’s team that had 5 players on August 1st. The most
players that FRC ever had on the men’s side was 21 and we have grown those numbers to 28 (10.5
FTE added) with most taking at least 18-20 units. We have had over $2,000,000 in scholarship offers
for our players since our first year 5 years ago. We have earned a conference championship, earned 3
regional playoff berths, been ranked as high as #8 in the nation and hosted our first playoff game in
program history in 5 years. These successes are unprecedented in California Community College
Soccer. In 2014-2015 our women’s GPA was a staggeringly high 3.59 GPA.
To maintain these types of successes we need more help from FRC in the form of our requests listed
above.
53. Explain significant issues and/or changes that have occurred since the last comprehensive review.
54. Briefly explain significant changes expected during the upcoming year.
APPENDIX
Attach supporting documents as appropriate.
194
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: HEALTH AND EXERCISE
STUDIES/ATHLETICS/SAND VOLLEYBALL
NAME OF PERSON SUBMITTING THIS REVIEW: SARAH RITCHIE
DATE OF SUBMISSION: 10/31/5
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Sand Volleyball was a recently added program to
the intercollegiate offerings at FRC. The first
competitive season begins in the spring of 2015
Summary of Progress:
There are nearly 20 students committed to
playing on the sand volleyball intercollegiate
team in 2015. 11 of them are new FTE and NOT
dual sport students
Objective 2:
Continue to recruit students for the new
program and use allocated funds to purchase
equipment and supplies to operate this new
program.
Action Plan (include who is responsible):
Some supplies have been purchased and a
schedule has been tentatively been set. Will
continue to work with administrators to have a
successful inaugural season of sand volleyball.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1:
Based on Success of the inaugural season
reevaluation recruiting methods, season of play
and available budget to determine if sand
volleyball was financially sound selection as an
added program at FRC
Action Plan (include who is responsible):
. Working with Athletic Director, Instruction
Office and Budget committee to make necessary
adjustments as needed.
195
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in the prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
Action Plan (include who is responsible):
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
Objective 2:
To increase head coach stipend and assistant
coaching stipends which would allow the
program to attract and/ or retain qualified
coaches
Action Plan (include who is responsible):
In order to meet this objective the volleyball
program needs increased funding from the
college. The assistant coaches also need
continuity in their course loads each semester
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
$5,500
To increase our general fund budget by 15% to cover
the following areas: officiating costs, membership
dues, and travel expenses. All of these areas have
seen significant increases over the past 3-4 years and
our budget has not increased during this time period
Budget committee can allocate the additional funding
to help offset the increases the athletics department
has incurred over the past 3 years
A 15% increase to the volleyball budget is needed
Athletic Department CPR
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
Resource Type
Rationale ( include connection to other plans):
196
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
55. Describe the current status of the Program/Depart/Service Area.
Sand Volleyball is in its second season of existence here at Feather River College. We are looking to
build off of last year’s successful inaugural season, where we took second place in the coast conference
and made it to the CCCAA Sand Volleyball NorCal Playoffs. We currently have 13 sand only players
and will be adding 6 dual sport athletes in the spring.
56. Explain significant issues and/or changes that have occurred since the last comprehensive review.
No issues have occurred
57. Briefly explain significant changes expected during the upcoming year.
No Changes expected but will continue with the following:






Excel in our conference
Make it to playoffs again
Recruit and retain quality student athletes
100% matriculation rate
Continue to have a positive impact on community
Continue to have a team GPA of 3.0 or higher
APPENDIX
Attach supporting documents as appropriate.
197
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: WOMEN’S SOFTBALL
NAME OF PERSON SUBMITTING THIS REVIEW: Meredith Aragon
DATE OF SUBMISSION: 10/27/2015
MANAGEMENT AREA (check one):
Administrative Services
X Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Summary of Progress:
1. No progress on the dugout fencing
Facility (site improvement):
2. The softball staff has removed all the roots,
1. Permanent dugout fencing
weeds, and slowly has been removing rocks
2. All- weather bull-pens
from the pitching surface. Home bull-pen is
3. Back-Stop Padding
still unsuitable most days to safely pitch in.
4. Infield dirt (conditioner)
Pitching is a critical element of softball and
5. Update and remodel our hitting (indoor)
having a facility to accommodate pitchers
facility.
and catchers will help in recruiting and
6. Install permanent seating for the stands of
retention of our athletes.
our softball field
3. Back stop padding is being ordered to
7. Install stadium lights for the softball field
comply with new CCCAA rules and
4.
5.
6.
7.
regulations for all backstops exposed of
wood, brick, cinder blocks, etc… to be
covered with padding.
One thin layer of field conditioner was
placed on in the spring of 2015. We would
like to be able to do this conditioner once
every year. This helps with the safety of our
athletes.
Terry Baumgartner (baseball coach) and
Meredith Aragon (softball coach) have been
working with community members to
develop plans for a new baseball/softball
hitting facility. Progress is growing,
projection of concrete pad to be added this
year 2014-2015.
We have the seats available; we need
concrete to make the base. This will help
with compliance of Title IX. We will
continue to look for fundraising and other
sources to accommodate the cost
No progress on the lights. We have greater
needs, indoor facility and seating.
198
Objective 2:
Budget:
1. To achieve minimum contract numbers and
find solutions to combat the loss of the Good
Neighbor program with the state of Nevada and
to increase in-state and out-of state recruits.
Summary of Progress:
1. Coach Meredith Aragon currently has 19
on her roster. This includes 15 California
residents and 4 out of state. The
President is also seeking out the
possibility of recovering the good
neighbor. We have been to 3 major
tournaments to date through the Triple
Crown and continue to get FRC’s name
and softball program out in the state and
in the nation. We had an academic all
American this past season and 7 all
conference.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1:
To increase the general fund budget by 20% to cover
the following areas that have seen an increase in
costs: officials, membership dues, travel (food,
motels, mileage), equipment, and supplies. All
these areas have seen significant increases over
the past 3-4 years and our budget has not increased
during this time period. Also, due to the weather
in Quincy, CA. softball will travel most of their
pre-season games because there is no weather
guarantee for early spring. We have to have a
minimum of 35 games out of 40 possible on our
roster to be eligible for playoffs. This will increase
our travel budget and the increase in all the items
in travel to accommodate a whole team.
Objective 2:
Field/Facility
1. To update and remodel the outdoor
hitting facility. This update will have
positive effect on student retention,
student services, student attraction, and
student learning.
2. Stadium Seating
3. Stadium Lighting
4. Concrete and Turf in our Bull-Pens (all
weather) *this will help to eliminate use
of gym
Action Plan (include who is responsible):
So far the allocated resources are
insufficient for the softball program.
We have seen an increase in official
costs, equipment, supplies,
membership dues, and travel with no
help from the college to offset these
increases. Hopefully the budget
committee can allocate the additional
funding to help offset the increases the
athletics department and softball
program has incurred over the past 34years. We have added a couple of top
contenders in the state to our schedule
and will have to play them away. This
will help be competitive and our
Action
Plan of
(include
who
responsible):
strength
schedule
willisincrease.
Softball Staff/ Fundraising/ Community
Members/ Athletic Department and
Maintenance
1. Once this facility is finished the impact on the
gymnasium floor will be greatly rescued and
instruction hours in the gym will become more
manageable. We need more resources to make
this project a reality and any help from the
college in collaboration with the head coaches,
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5. Concrete and Turf in our batting cage
(all weather) *this will help to eliminate
use of gym
6. Permanent fence in front of the dugouts
(this is for safety; the nets are falling
apart and coming unattached to the
bottom. Balls can get through and hurt
the athletes)
7. Back-Stop Padding (old padding was
worn and falling off. We have removed
them but painted the wood, but the
wood also is warped in spots)
8. More infield Dirt (Safety)
alumni, past parents, and local community
members.
2 & 3. We would like to continue to pursue these
options. We do have the seat backs just sitting
behind the baseball field and would just need the
concrete base to place them in permanently. We
would like to work close to Title 9 Compliant as
possible.
4 & 5. In making these all weather cages and
bull-pens would allow us practice facilities to
help continually run our class sessions. As it
stands now only having one indoor space, we
sometimes have to cancel class. This really hurts
us in retention of students. We have classes all
year around and with the addition of these
facilities in extension to the field we could always
at least hold a part of class and be able to
instruct.
6. Mantenace staff has been involved about
seeking out materials that would make our
dugouts safer for class and game play. We
currently have sections that balls can get under.
If there is a line drive, potentially someone can
get hurt. We are seeking out permanent options.
7. Padding is being quoted out to be in
compliance with the CCCAA.
8. We were able to add more dirt (conditioner)
to the top of the field in the spring of 2015. We
would look into purchasing such conditioner for
the field every year for safety issues.
We will continue to work on our fundraising efforts.
Most of our fundraising goes to purchase equipment
for the season, uniforms, etc...
≈ $5,000- $10,000 in improvements to facilities
These additions or improvements to the softball
complex may take time and will consistently be
worked upon and maintained. We are looking out for
safety of our athletes as well as to be able to retain
athletes from in and out of state and help in our
recruiting objectives.
Objective 2:
1. Actively achieve the minimum contract
numbers and find solutions to in and out
of state recruiting. Recruit highly
qualified individuals for the sport of
softball and their education.
Action Plan (include who is responsible):
1. We, as a staff, have already been to 2
major tournaments this season. We will
continue to recruit high quality athletes.
Softball Staff is responsible. Recruiting
will involve both the head and assistant
coaches and trips to Reno, Las Vegas,
200
Chico, Redding, Sacramento, Arizona,
New Mexico, and Oregon will be on our
radar to recruit.
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2015-16)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in the prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
To increase our general fund budget by 20% to
cover the following areas that will incur
uncontrollable increase in costs: officiating costs,
membership dues, and travel expenses (food,
motel, and milage). All of these areas have seen
significant increases over the past 3-4 years and
our budget has not increased during this time
period.
Action Plan (include who is responsible):
Hopefully the budget committee can allocate the
additional funding to help offset the increases
the athletics department has incurred over the
past 3 years. The budget committee covering
these increases for the softball budget will help
our students success rates, student learning,
student safety, and student attraction.
Connection to results from assessment of
student learning and/or other plans:
Athletic Department CPR
Resources/Budget Needed:
A 20% increase to the softball budget is needed.
Objective 2:
Continue to recruit high quality student athletes.
Action Plan (include who is responsible):
Softball Staff
Connection to results from assessment of
student learning and/or other plans:
Strategic plan, education plan, title IX
The softball coaching staff is responsible for the
promotion and marketing of the softball
program. In order to continue to recruit out of
state and in state students and to maintain
consistency among the staff, an increase in
employee funds is necessary in order to
successfully accomplish this objective
Resources/Budget Needed:
Athletics $2,500 Recruiting
Athletics $5,500 General Fund
201
Objective 3: Facility improvements
- Indoor facility
- Stadium bleachers/seating
- Concrete bull pens and Batting cage
- Permanente fencing in front of dug outs
To update our facilities will have a positive effect
on student retention, student success, student
attraction, student safety, and student learning.
Action Plan (include who is responsible):
Softball Staff, Baseball Staff, Athletics,
community members, fundraising
Connection to results from assessment of
student learning and/or other plans:
2007-2011 FRC Ed Plan
Goal 3.4 2010-2013 Strategic Plan
Facility plan, education and strategic plan
Resources/Budget Needed:
Athletics, General fund, Facilities, baseball and
softball staff, fundraising, grant dollars, labor
hours donated
Our classroom/facility has not had updates in
numerous years and we are trying to compete for
the high tier athlete and losing to brand new
facilities or newer resources. We will continue to
work with fundraising goals, alumni, past
parents, and local community members but
some help from the college is needed to
continue the success of our student athletes. We
want to provide them with the best classroom
and learning environment.
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
Resource Type
Facility
Improvements:
Covered hitting facility
Facilites/Student
Development
20% increase to
general fund budget
Student
success/retention
Rationale ( include connection to other plans):
See current year objective #2 and next year #3
Athletic Department CPR; helps to cover
increased officiating costs, membership dues,
reinstatement of games, as well as inflation for
student travel (meals, motels, mileage)
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
202
58. Describe the current status of the Program/Depart/Service Area.
The FRC softball program as a whole is in decent shape with the current structure. However,
changes need to be made to our travel budget, operational budget, and our batting cages/facilities.
This year travel costs (meals, motels, and mileage) have gone up nearly 20% and the officiating costs
have increased nearly as much as well. Membership dues are also increasing every year at a high
percentage.
The outdoor hitting facility is in need of a major upgrade. No improvements have been made to the
structure since Fall 1997, so new batting nets and additional cages are definitely needed. The baseball
and softball teams have been combining on a golf tournament the last four years to raise money for
this project. This facility improvement will help both programs with student retention, student
learning, and program success. The surrounding classroom and facilities within the softball complex
are also in need of repair and revamping. We are losing high quality athletes to newer and more
efficient practice/learning areas. We could use the all weather options, since we do have all the
elements here in Quincy and compete with colleges that do not have a problem with all the
elements. We as a staff would like to give our students the best facilities and resources to be able to
be successful, have retention from year to year, and move our athletes onto universities because they
are prepared.
59. Explain significant issues and/or changes that have occurred since the last comprehensive review.
From the athletic department there are concerns about the future of the college in regards to
attracting quality student-athletes and retention. With the loss of Good Neighbor students from
Nevada, residency requirements becoming stricter, and the increase in tuition dollars for in-state and
out-of-state students, the question that needs to be answered is: Where does FRC expect to attract
student-athletes from and how do we retain them once we get them on campus?
The top two objectives every year for the softball program deal with this issue head on, so we need
to stabilize and update our hitting facility and surrounding softball facilities. If these items can
happen then FRC softball team will be able to attract quality student-athletes and retain them for
two years.
60. Briefly explain significant changes expected during the upcoming year.
The softball program will go with a stronger schedule this spring. With the success and reputation of
FRC softball program; top colleges within the state would like to compete with us.
Goals for 2016_2017
 Retain continuity in coaching staff.
 Start the first phase of hitting facility project by pouring concrete in May, 2016
 Recruit and retain quality student-athletes from all across the country and within the state
 Compete for GVC softball championship.
 Continue to have a positive impact on the FRC community and Quincy.
APPENDIX
Attach supporting documents as appropriate.
203
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: HEALTH AND EXERCISE
STUDIES/ATHLETICS/VOLLEYBALL
NAME OF PERSON SUBMITTING THIS REVIEW: Sarah Ritchie
DATE OF SUBMISSION: 10/23/2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Summary of Progress:
To achieve 100% matriculation for all
sophomores.
All 6 sophomores of the 2014-2015 team
received multiple volleyball scholarship offers
and have all moved on to other college.
Objective 2:
Summary of Progress:
To update our practice/game facility by adding a
new scoreboard
New scoreboard is STILL needed for games as the
existing board is falling apart and many of the
lights are not working. Working with athletic
director to address this situation.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.)
Will your allocated resources be sufficient given your objectives?
Objective 1:
To achieve 100% matriculation for all
sophomores
Action Plan (include who is responsible):
Currently the cumulative GPA for the volleyball
team is 3.3 and all sophomores on track to transfer
at the end of spring semester on volleyball
scholarships.
204
Objective 2:
Action Plan (include who is responsible):
To update our practice/game facility by adding a
new scoreboard
Working with athletic director to address this
situation
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
Action Plan (include who is responsible):
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
To increase our general fund budget to cover the
following areas: officiating costs - $1175,
membership dues $265, and student meal expenses,
$1265. All of these areas have seen significant
increases over the past 3-4 years and our budget has
not increased during this time period. Student Travel
received an increase due to the number of student
athletes enrolled in the program, but meal money
was NOT increased. I can travel more, but I can’t
feed the players that travel. Already over budget in
this area this year and still have 5 weeks left in the
season.
Athletic Department CPR
Objective 2:
To increase head coach and assistant coaching
stipends which would allow the program to
attract and/or retain qualified coaches.
Connection to results from assessment of
student learning and/or other plans:
Budget committee can allocate the additional funding to
help offset the increases the athletics department has
incurred over the past 3 years
An increase to the volleyball budget is needed: $265 –
5020, $1265 – 5920, $1175 - 5050
Action Plan (include who is responsible):
In order to meet this objective the volleyball
program needs increased funding from the college.
The assistant coaches also need continuity in their
course load each semester
Resources/Budget Needed:
$5,500 budget increase 1240.
205
Objective 3:
Update and/or install new scoreboard.
Connection to results from assessment of
student learning and/or other plans:
Student retention,
Action Plan (include who is responsible):
Work with Men and Women’s basketball and
Facilities and Athletics to secure funding for a new
scoreboard.
Resources/Budget Needed:
$5,500 - $12000 depending on type of scoreboard
and the necessary supplies to install it.
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
Scoreboard
Resource Type
Financial, Facilities
Rationale
(include connection to other plans)
See objective 2, see M & W basketball
APR’s, Athletics APR.
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
61. Describe the current status of the Program/Depart/Service Area.
The volleyball program at Feather River College continues to be one of the top athletic programs on
campus and in the state. We are currently ranked 4th in Northern California and 10th in the state of
California. We have the highest GPA on campus and one of the top matriculation rates.
62. Explain significant issues and/or changes that have occurred since the last comprehensive review.
FRC Volleyball Team won the conference title again in 2014 making this the fifth undefeated
conference title for the volleyball team. Our libero, received her second AVCA All-American honor
and we also had our 4th player nominated to the All-State Team. This year we are currently in 1st place
in our conference.5th Coach of the Year Award for Coach Ritchie. Volleyball won the AVCA AllAcademic Team Award for 2014. We also won the 2014 CCCAA Team Academic Award.
206
63. Briefly explain significant changes expected during the upcoming year.
No Changes for the program but we will continue with the following:







Win another Golden Valley Conference Title.
Make it to the State Tournament.
Will recruit and retain quality student-athletes.
100% matriculation rate.
Continue to have a positive impact on the community.
Continue to have team GPA of 3.3 or higher.
Continue to have continuity in coaching staff.
APPENDIX
Attach supporting documents as appropriate.
207
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: HEALTH AND EXERCISE
STUDIES/ATHLETICS/VOCATIONAL TECHNOLOGY-PHYSICAL EDUCATION
NAME OF PERSON SUBMITTING THIS REVIEW: Merle Trueblood
DATE OF SUBMISSION: 10/30/15
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1: Work collaboratively with Fitness
Summary of Progress: A significant purchase
center to ensure that we have the best equipment was made using VoTech-Physical Education
available for training and rehab.
Funds to secure over $20,000 worth of
equipment and supplies that is helping our
kinesiology and other HES degree study courses.
Objective 2: Continue to support the needs of
the athletic trainer and coaching staff.
Summary of Progress: There have been
purchases of supplies made that have helped
several HES classes with instructional needs.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1: To create a position that promotes
the Vocational Technical / Health and Exercise
Studies programs
Action Plan (include who is responsible):
Currently there is no official person who has this
responsibility in a permanent capacity. Each
instructor is responsible for promoting their own
classes within the VoTech/HES programs. Will
continue to work on creating a position to serve
the students who are seeking degrees and/or
certificates within these principles.
208
Objective 2:
Action Plan (include who is responsible):
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in the prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
To realign facilities that impact Athletics,
Outdoor Recreation Leadership, and Equine.
Connection to results from assessment of
student learning and/or other plans:
HES CPR, Strategic Plan, Ed Plan, Facilities
Master Plan
Action Plan (include who is responsible):
Upgrade identified facilities to meet the needs of
HES students and staff.
Resources/Budget Needed: $45,000
Objective 2:
Action Plan (include who is responsible):
To purchase supplies that will enhance current
and future course offerings as they relate to
Vocational Technology and Physical Education.
Current supplies are extremely limited and dated
and are beginning to pose a risk when being used
by students.
Connection to results from assessment of
Resources/Budget Needed: $5,000
student learning and/or other plans:
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
Example: Staff training
on effective written
communication
Example: 1 new
clerical staff member
Resource Type
Professional
Development
Additional Staff
Rationale ( include connection to other plans):
See current year objective 2
See next year objective 3
209
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
64. Describe the current status of the Program/Depart/Service Area.
Status Quo
65. Explain significant issues and/or changes that have occurred since the last comprehensive review.
66. Briefly explain significant changes expected during the upcoming year.
Expansion of facilities will have 1-time financial impact to improving classroom and lab locations.
APPENDIX
Attach supporting documents as appropriate.
210
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: HES/WOMENS BASKETBALL
NAME OF PERSON SUBMITTING THIS REVIEW: Brent Stephens
DATE OF SUBMISSION: 9/29/15
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
To increase assistant coaching stipends which
would allow the program to attract and/or retain
qualified coaches.
Summary of Progress:
Objective not met.
Objective 2:
Purchase and install new shot clock and
scoreboard.
Summary of Progress:
Objective not met.
Objective 3:
Continue to transfer student athletes on to the
next level and maintain a team GPA of 3.0 or
better.
Summary of Progress:
Last year all 4 of our sophomores had scholarship
opportunities to play basketball at the 4 year level.
2 of our sophomores accepted them (Kaitlin Boyd
– NDNU & Ashley Hibbard – San Diego
Christian). Continuing to promote a strong
academic base within our program, as well as
constant contact with 4 year coaches is something
that will continue with this program.
Objective 4:
To install glass backboards on the side courts.
Summary of Progress:
Objective not met.
211
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.)
Will your allocated resources be sufficient given your objectives?
Objective 1:
To increase assistant coaching stipends and
budget of student meals, travel and contracts in
the women’s basketball program by 20% which
would allow the program to attract and/or retain
qualified coaches and student athletes.
Action Plan (include who is responsible):
With a current stipend of $9500, a 20% increase
would move the number to $11,400. After
budgeting for student meals, travel, hotel and
tournament contracts I can say that our current
budget does not meet our needs.
Objective 2:
Purchase and install new shot clock and
scoreboard.
Action Plan (include who is responsible):
Continue to work with Facilities, AD and possibly
the Foundation to secure funding for this
objective.
Objective 3:
Continue to transfer student athletes on to the
next level and maintain a team GPA of 3.0 or
better.
Action Plan (include who is responsible):
This year’s team includes 4 sophomores who are
strong academically and have laid the groundwork
to help provide options for themselves by moving
on to 4 year universities after this year. Whether
they accept a basketball scholarship or decide to
pursue academics only remains to be seen, but
continued contact with 4 year college coaches will
undoubtedly continue. We also have 10 freshmen
this year who vary in academic strength. We will
continue to monitor all of them in the hopes that
they all maximize their academic potential and
make improvements from when they entered the
program.
Objective 4:
To install glass backboards on the side courts.
Action Plan (include who is responsible):
Continue to work with Facilities, AD and possibly
the Foundation to secure funding for this
objective.
212
Objective 5:
To increase the general fund budget by 15% to
cover the following areas: officiating costs,
membership dues, and travel expenses. All of
these areas have seen significant increases over
the past 3-4 years and our budget has not
increased during this time period.
Action Plan (include who is responsible):
No budget increase was given last year, and after
budgeting for all of objective 5’s costs, we do not
currently have enough money to cover these things
in the budget. At a 15% increase is a request of
$2220.30 to help cover these expenses.
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Objective 1:
Increase coaching stipends from their current
state.
Connection to results from assessment of
student learning and/or other plans:
Strategic Planning, Ed Plan
Action Plan (include who is responsible):
It is my belief that if we can increase coaching
stipends across the board, and in every sport, it
would be possible for us to consolidate HES classes
to accommodate the success of the student athlete,
while also continuing an emphasis of success for
the program. A consolidation of sports oriented
classes, along with an increase in stipends, would
allow student athletes to take more core classes,
increasing our need for faculty and classes that they
teach. It would also allow our student athletes to
focus more on transferable units, and speed up
their graduation time, so that they could truly
expect to graduate in 2 years. It is my belief that an
increase in coaching stipends is the first step
towards providing more positive options for the
student, the school and the sports we currently
offer. Assuming coaching stipends were increased
we could use the current system that is in place.
Nothing would need to change. I would be
responsible for finding a qualified assistant, one
that I believe I currently have at this point. This
would help with student attraction immensely, as
well as student success and retention. It also helps
us have a more positive impact on student learning,
as well as strengthen support for our employee
effectiveness in the teachers that would be able to
teach more classes. It is also very feasible to
implement.
Resources/Budget Needed:
$3000
213
Objective 2:
Increase in our general fund budget to cover
officiating costs, membership dues, and travel
expenses. We are very tight on the budget with
our current needs.
Connection to results from assessment of
student learning and/or other plans:
Athletic Department CPR
Objective 3: Purchase and install new shot
clock and scoreboard.
Connection to results from assessment of
student learning and/or other plans:
Objective 4:
Increase in employee travel expenses which will
allow for the increase of effective recruiting.
Connection to results from assessment of
student learning and/or other plans:
Objective 5: Continue to transfer student
athletes on to the 4 year level, as well as
maximize academic progress while our students
are here.
Action Plan (include who is responsible):
With the increase in cost of living, and what we are
being charged to have contests (home or away), I
am hoping the budget committee will allocate funds
to offset these costs. Student travel budget is the
budget that desperately needs to be increased as we
do not have the money to fill the current void.
Resources/Budget Needed:
$4000
Action Plan (include who is responsible):
Speak with Merle Trueblood, Kevin Trutna, and
Nick Boyd and find out where we are with this
process.
Resources/Budget Needed:
Merle has exact numbers.
Action Plan (include who is responsible):
With our current recruiting theories in place, we
visit southern California and the bay area with trips
over the Christmas break. When you include the
state basketball conference and its expenses, our
current employee travel expenses are beyond maxed
out. The inclusion of 4 major tournaments in the
summer, which include around 300 teams at each
tournament would make our current budget
unrealistic. All of these tournaments would increase
student attraction. The summer tournaments allow
us to recruit student athletes who are serious about
academics and basketball and want to retain college
scholarships at the 4 year level. This would help us
with student success and retention. It also is
extremely feasible. I have listed the cost for all four
major tournaments.
Resources/Budget Needed:
Atlanta - $1884.50
Chicago - $2431
Arizona - $1901
Oregon - $ 1220
Action Plan (include who is responsible):
Continue to mentor our student athletes in a
positive manner on a daily basis. Hold them
accountable for their actions off the court. We
214
Connection to results from assessment of
student learning and/or other plans:
Objective 6:
To install glass backboards on the side courts.
Connection to results from assessment of
student learning and/or other plans:
Objective 7:
Purchase of a Shooting Gun for the basketball
programs.
Connection to results from assessment of
student learning and/or other plans:
Student Learning
currently have 4 sophomores who will have several
opportunities at the next level.
Resources/Budget Needed: Continued purchase
of Front Rush program as well as continued
purchase of Hudl, or new purchase of Krossover
software, which would make it easier to cut and
send out game film. $800 increase in price for
Krossover. Krossover would be instrumental in
time effectiveness as all of our games would be cut
into clips by crossover. Each game would be able to
show all points scored, rebounds, or plays made by
a certain player streamlined into each individual
group. They would also stat our games. Each game
that they stat for us saves us 2 hours in time.
Individual group streamlining allows us to make
highlight films for our athletes, break down certain
situations faced in a game, and watch game film in a
very efficient manner.
Action Plan (include who is responsible):
I will find out what is stopping us from completing
this job and see what we can do to make it happen.
Resources/Budget Needed:
Facilities, Merle, cost unknown.
Action Plan (include who is responsible):
A Shooting Gun would allow us to maximize our
time used effectively and efficiently. The amount of
shots that our players can shoot in a certain period
of time is incomparable to what we can currently
do with the resources that are available to us. The
programs that I have worked for that have a
Shooting Gun have had direct results, with an
increase in shooting percentage, passing ability, and
their ability to get a maximum amount of shots in a
minimum amount of time. All we would need to do
is order it, and it would be delivered to the school.
Brent Stephens would be responsible for ordering
of the Shooting Gun as well as maintenance and
care. The cost would be split with the men’s team
as Randy and I have talked about the positive
impact and desire for a Shooting Gun. This
machine would allow for exponential progress for
our student athletes in regards to the skill set
needed to be successful in the sport of basketball.
Resources/Budget Needed:
$8500
215
Objective 8:
Purchase DVD’s on different coaching
concepts. These DVD could be instrumental in
the learning process of our players. Their ability
to process these ideas from other coaches, as
well as our ability as a coaching staff to apply
these new concepts into our program would be
great.
Connection to results from assessment of
student learning and/or other plans:
Action Plan (include who is responsible):
I would establish a basketball library which our
players and coaching staff could use. We would use
them as a teaching tool for our players to learn the
concepts that we are trying to apply in game
situations. I would be responsible for ordering and
establishing a library of basketball videos.
Objective 9:
To Install new backboard pads on the game
backboards.
Action Plan (include who is responsible):
Purchase new pads, splitting the cost with Men’s
basketball, and work with facilities director to
accomplish objective with his staff.
Resources/Budget Needed:
$400
Connection to results from assessment of
student learning and/or other plans:
Game management, supplemental support.
Objective 10:
Purchase of new nets for the main baskets.
Connection to results from assessment of
student learning and/or other plans:
Objective 11:
Purchase of padded chairs for game days.
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
Each video costs $50-$150.
Action Plan (include who is responsible):
Purchase and put new nets on before games to
keep the look of our gym pleasing to the eye. Brent
Stephens would be responsible for ordering nets, as
well as putting them up when needed.
Resources/Budget Needed:
$11.98 for each set.
Action Plan (include who is responsible):
Our current chairs are aging and it is possible that
they are decreasing in number. It would be nice to
provide a more feasible way of recruiting student
athletes to our school through our athletic facilities.
The coaching staff’s and athletic administration
would be responsible for set up and take down of
chairs. I would happily order them. This would be a
collective objective with Men’s Basketball,
Volleyball, and Athletics.
Resources/Budget Needed:
$5000, work with Athletics as this would benefit the
whole department and other campus functions that
happen in the gym.
216
Objective 12:
Tri-cast System to stream games over the
internet.
Connection to results from assessment of
student learning and/or other plans:
Student retention, student recruiting
Action Plan (include who is responsible):
The input of these systems would allow us to
recruit student athletes from anywhere in the world.
Use of these systems would stream our games so
that prospective student athletes could watch our
games and get excited about our program, allowing
us to effectively recruit while we played. It would
also allow non local family members to watch
games online, which would help them feel like they
were here. The potential for student retention, and
positive affirmations from family members would
allow us to spread the word about FRC, with the
world as a potential marketplace for us.
Maintenance would install the tri-cast system.
Maintenance of the system would be best run
through an IT guy. It would be very practical for us
to run an internship program and somebody to take
those reigns. This would be a one time cost to
purchase the system and would be split in cost with
men’s basketball. Randy Rick would be in charge of
implementing this, as this was his brainchild.
Resources/Budget Needed:
Consult Randy Rick.
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
Example: Staff training on
effective written communication
Example:
One new clerical staff member
Resource Type
Professional
Development
Additional Staff
Rationale
(include connection to other plans)
See current year objective 2
See next year objective 3
217
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
67. Describe the current status of the Program/Depart/Service Area.
The current women’s basketball program, while in transition, is in an absolutely awesome state. The
support that we as a program receive from the campus is phenomenal. Our student athletes are
currently working hard athletically and academically to achieve their goals. We have amped up our
recruiting to help continue this success, and having a motivated assistant coach on board so that the
two of us can build this program up is a phenomenal feeling.
68. Explain significant issues and/or changes that have occurred since the last comprehensive review.
Our head coach of 8 years, Haley White, has taken another position. As a result, I have been named
interim head coach, and brought on an assistant that I have known for quite some time. We have
begun to implement a no excuse attitude on and off the court while monitoring our student athletes,
and I have shared my vision for this program and its success with my student athletes and my assistant.
We have continued to recruit the way that brought me success last year (10 new freshman this year!)
and will continue to work hard on a daily vision to help achieve our short and long term goals for the
program.
69. Briefly explain significant changes expected during the upcoming year.
I would imagine that the school will look for a full time replacement for our head coach, a position I
am hoping to secure through hard work and progress of this program. Also, being able to secure coach
Katie Gannon, as well as another potential assistant would be ideal for tremendous growth of the
program. While our academics have been traditionally strong, we are hoping to be able to compete on
the court at a more competitive level while continuing academic success. All of the above requests will
help us to achieve these goals, however I feel that with the resources we currently have, we will
maximize our efficiency, and have a great year. We are hoping to teach our student athletes that
basketball is an avenue for life’s lessons, and that hard work and dedication will translate to positive
results in all of life’s avenues. This is a lesson that I think was inadvertently missed before this year’s
transition. In the short term we expect more on court success, continued academic success, and
optimal possibilities for the futures of our sophomores, and possibly some of our freshman that have
qualified out of high school.
APPENDIX
Attach supporting documents as appropriate.
218
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: WOMEN’S CROSS COUNTRY &
TRACK/ATHLETICS
NAME OF PERSON SUBMITTING THIS REVIEW: Trueblood
DATE OF SUBMISSION: 10/30/15
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1: Hire an assistant coach to help with Summary of Progress: No assistant coach was
new student athletes and transportation
hired. Roster did not increase beyond the
capabilities of the head coach. Was tied to the
addition of men’s cross country and track which
was not added.
Objective 2: Continue to purchase Track and
Field equipment/supplies in order to hosts
meets.
Summary of Progress: The former head coach
did not secure enough equipment or work with
the facilities department to address the
requirements of hosting a meet.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1:
NOTE: Former head coach had NO goals and
objectives for the current year. Head coach was
relieved of her duties in August.
Action Plan (include who is responsible):
219
Objective 2:
Action Plan (include who is responsible):
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in the prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
Successfully recruit a new head coach to run the
cross country/track program.
Connection to results from assessment of
student learning and/or other plans:
Strategic Plan, Title IX
Action Plan (include who is responsible):
‘Fly’ the position, interview, and hire a new head
coach.
Resources/Budget Needed:
Human Resources – Recruitment budget
Objective 2:
Add men’s cross country and track.
Action Plan (include who is responsible):
New head coach, if hired in the 2016_17 year,
will hopefully recruit student athletes to meet
minimum contracted numbers.
Connection to results from assessment of
Resources/Budget Needed:
student learning and/or other plans:
$15000 – Coach Stipend
Enrollment Management, Strategic Plan, Title IX
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
New Head Coach
Example: 1 new
clerical staff member
New Coach for Mens
Cross Country &
Track
Resource Type
New Staff
Additional Staff
Rationale ( include connection to other plans):
See current year objective 1
See next year objective 3
Addition of program will bring new FTE
220
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
70. Describe the current status of the Program/Depart/Service Area.
This program has struggled with coaching and student athlete retention. When trying to determine
the barriers for the success of this program against other institutions that offer track and cross
country, it was noted by those coaches that only having WOMEN’S cross country and track is most
likely the reason. Adding men’s cross country and track generally increases participation by women
as well. We are going to aggressively recruit a new head coach that can help not only the existing
women’s program, but will hopefully aid in the addition of a men’s program.
71. Explain significant issues and/or changes that have occurred since the last comprehensive review.
This program is struggling to meet minimum (and projected) participation numbers. We are looking
for a winning ‘formula’ with regard to coaching staff, student athletes, and program expansion
72. Briefly explain significant changes expected during the upcoming year.
Hopefully the addition, and retention, of a competent coach will bring this program up and become
a contributing factor to campus diversity, academic success, and FTE.
APPENDIX
Attach supporting documents as appropriate.
221
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: WOMEN’S SOCCER
NAME OF PERSON SUBMITTING THIS REVIEW: Don Williams
DATE OF SUBMISSION: 10/28/15
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Installation of nets behind the goals to catch
errant soccer balls.
Installation of slats in the fence to act as a
wind block and to allow for charging
admission to games.
Summary of Progress:
None. No funding
Objective 2:
Building a Soccer Locker room down by the
soccer field.
Summary of Progress:
None. No Funding
Objective 3:
Adding a 3rd assistant to the soccer side
since the numbers have grown from 30 for 2
teams to nearly 60.
Summary of Progress:
None. No Funding
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.)
Will your allocated resources be sufficient given your objectives?
222
Objective 1:
Installation of nets behind the goals to catch
errant soccer balls.
Installation of slats in the fence to act as a wind
block and to allow for charging admission to
games.
Action Plan (include who is responsible):
Our objective to have green slats installed to allow
us to control the fans and charge admission has
been unmet as has the continuing need to have
netting installed behind the goals to improve and
increase instructional class time by allowing more
time with the balls available to each student.
Netting behind the goals is a major issue. Can you
imagine in a math class if you get a problem wrong,
you make a mistake the teacher makes you leave
the class for 2 minutes for every mistake you
make? So if you make 10 mistakes in a one hour
class, you miss 20 minutes of a one hour class?
How is that student supposed to get better at math
if they are only attending 40 minutes of a 60
minute class?
Intercollegiate soccer and Advanced soccer are
classes, we have curriculum, we are trying to
improve student skills in the class, yet every time a
mistake is made and the ball is kicked over or on
the side of the goal high, the ball goes over the
fence, sometimes 50+ yards away and students
must go retrieve the ball so we do not lose any
equipment. This takes learning time away from
students and retards their skill development.
We have been asking for this objective to be met
in our APR’s for 6 years now, in no other class on
this campus would a teacher allow students to leave
the classroom every few minutes, teachers know
that this is not conducive to a learning
environment, yet for some reason those that review
the APR’s do not understand that soccer student’s
learning time is being reduced drastically every
single year and the solution is simple, we need net’s
behind each goal to catch errant balls so that our
students can have more learning time in their
classroom environment.




The overall cost to FRC for this project is
negligible.
This is classroom improvement and is
necessary to teaching success
It is dangerous to have students climbing
fences to retrieve balls, this is a safety issue.
Netting behind the goals adds to the
commitment to soccer student-athletes, it is
very hard to convince a soccer student
223



Objective 2:
Building a Soccer Locker Room Facility
athlete that FRC is committed to their
development when the facilities are sub-par
and detrimental to their development.
Soccer student-athletes that are not
developing because of inadequate facilities
are not as likely to stay as those that feel
supported.
As an employee I cannot teach without
equipment to do so, having students out
chasing balls are moments taken away from
me teaching them.
The project is easily feasible.
Action Plan (include who is responsible):
Men's basketball, football and baseball programs
have locker rooms, there should be a genuine
concern that women's soccer is being
discriminated against, and this violates the
current Title IX program review objectives.
There is a demonstrated need for a women's locker
room, and it would make sense to tie in a men's
locker room as well. A locker room facility would
double not only as a locker room, but also a studyhall location with WiFi capabilities, and a
centralized location where students can gather to
communicate with the coaching staff and study in a
controlled environment.
Serious Title IX implications revolve around this
issue that a one-time investment of around $30,000
would resolve. Feather River College is setting
themselves up for a major Title IX Lawsuit. Men’s
sports continue to get attention by providing locker
rooms for them yet women’s soccer and women’s
volleyball are ignored. The lawsuit that is surely
coming will be much more expensive to FRC than
will the locker rooms that are needed for the
women’s soccer program.
 The overall cost to FRC may be higher but
will not be as high as the Title IX lawsuit
that is sure to come.
 This is classroom improvement and is
necessary to teaching success, this facility is
more than a locker room, it would be a
teaching annex to the soccer field.
224




Objective 3:
Additional Assistant Coach
A locker room adds to the commitment to
soccer student-athletes, it is very hard to
convince a soccer student athlete that FRC
is committed to their development when
the facilities are missing integral parts to
what other schools offer.
Soccer student-athletes that are not
supported and are discriminated against
because of inadequate facilities are not as
likely to stay as those that feel supported.
As an employee I have a more difficult
time teaching and doing my job without
proper facilities to do so. I am asked to
recruit player to come to a place that lacks
basic locker and meeting room facilities.
The land is readily available, preliminary
scouting has been done by maintenance
and this is just a funding issue.
Summary of Progress:
I have consistently recruited more than 25 players
to our program with numbers closer to the 30
mark. The problem we have is when we have to
split the men and women to travel we can only
have 1 coach at one game or the other. This is
highly problematic because if something happens
to the one coach at the one game then the game
will be forfeited.
Traditionally when numbers in a sport are
consistently over 25 a new coach has been granted
to aid in the workload. Since soccer has a
minimum number of only 15 (22.5 FTE based
upon 18 units which is what our players take on
average) and we have upped that number to 25
(37.5 FTE) for an addition of $67,500 in income to
FRC, soccer should be given one additional
assistant coach stipend at $9,500. This assistant
coach would be split between the men and the
women, I am not asking for a new assistant for the
men and for the women, just one to split between
the two.

The continued success of the program in
bringing in 10 student-athletes (15 FTE) to
FRC (valued at $67,500 in income) will
hinge on a new model that includes an
associate head coach.
225

A successful team and a competent
coaching staff attracts new soccer studentathletes to FRC whereas a staff with
constant turnover does not.
 If we want students to remain part of a
school and soccer program we need to
demonstrate a commitment to that
program and there can be no greater
commitment shown that to the coaching
staff who has direct contact with these
soccer student- athletes on a year round
basis.
 I would hope that it is obvious to everyone
that before my arrival and commitment to
this program and school that the soccer
program was a mess and in disarray. I have
provided stability not only as soccer teams
but academically as well, in order to
maintain a strong academic group of soccer
student-athletes as well as a winning teams,
I NEED MORE HELP. Running a
program on the current model of 1 head
coach and 2 inexperienced assistants is not
possible. I need to provide a living wage to
2 qualified associate head coaches to make
this work with the addition of one more
assistant and to get them to stay with us
(thus providing teaching stability to our
program) for at least 3-5 years.
This is a simple fix and based on the income I have
proven that soccer can generate for FRC it should
be easy to justify and implement.
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Objective 1:
Installation of nets behind the goals to catch
errant soccer balls.
Installation of slats in the fence to act as a wind
block and to allow for charging admission to
games.
Action Plan (include who is responsible):
Our objective to have green slats installed to allow
us to control the fans and charge admission has
been unmet as has the continuing need to have
netting installed behind the goals to improve and
increase instructional class time by allowing more
time with the balls available to each student.
226
Netting behind the goals is a major issue. Can you
imagine in a math class if you get a problem wrong,
you make a mistake the teacher makes you leave the
class for 2 minutes for every mistake you make? So
if you make 10 mistakes in a one hour class, you
miss 20 minutes of a one hour class? How is that
student supposed to get better at math if they are
only attending 40 minutes of a 60 minute class?
Intercollegiate soccer and Advanced soccer are
classes, we have curriculum, we are trying to
improve student skills in the class, yet every time a
mistake is made and the ball is kicked over or on
the side of the goal high, the ball goes over the
fence, sometimes 50+ yards away and students
must go retrieve the ball so we do not lose any
equipment. This takes learning time away from
students and retards their skill development.
We have been asking for this objective to be met
in our APR’s for 6 years now, in no other class on
this campus would a teacher allow students to leave
the classroom every few minutes, teachers know
that this is not conducive to a learning
environment, yet for some reason those that review
the APR’s do not understand that soccer student’s
learning time is being reduced drastically every
single year and the solution is simple, we need net’s
behind each goal to catch errant balls so that our
students can have more learning time in their
classroom environment.






The overall cost to FRC for this project is
negligible.
This is classroom improvement and is
necessary to teaching success
It is dangerous to have students climbing
fences to retrieve balls, this is a safety issue.
Netting behind the goals adds to the
commitment to soccer student-athletes, it is
very hard to convince a soccer student
athlete that FRC is committed to their
development when the facilities are sub-par
and detrimental to their development.
Soccer student-athletes that are not
developing because of inadequate facilities
are not as likely to stay as those that feel
supported.
As an employee I cannot teach without
equipment to do so, having students out
227

Objective 2:
Building a Soccer Locker Room Facility
chasing balls are moments taken away from
me teaching them.
The project is easily feasible.
Action Plan (include who is responsible):
Men's basketball, football and baseball programs
have locker rooms, there should be a genuine
concern that women's soccer is being discriminated
against, and this violates the current Title IX
program review objectives.
There is a demonstrated need for a women's locker
room, and it would make sense to tie in a men's
locker room as well. A locker room facility would
double not only as a locker room, but also a studyhall location with WiFi capabilities, and a
centralized location where students can gather to
communicate with the coaching staff and study in a
controlled environment.
Serious Title IX implications revolve around this
issue that a one-time investment of around $30,000
would resolve. Feather River College is setting
themselves up for a major Title IX Lawsuit. Men’s
sports continue to get attention by providing locker
rooms for them yet women’s soccer and women’s
volleyball are ignored. The lawsuit that is surely
coming will be much more expensive to FRC than
will the locker rooms that are needed for the
women’s soccer program.
I do not see locker rooms for the women
addressed anywhere in the plans for “the big
move.”
 The overall cost to FRC may be higher but
will not be as high as the Title IX lawsuit
that is sure to come.
 This is classroom improvement and is
necessary to teaching success, this facility is
more than a locker room, it would be a
teaching annex to the soccer field.
 A locker room adds to the commitment to
soccer student-athletes, it is very hard to
convince a soccer student athlete that FRC
is committed to their development when
the facilities are missing integral parts to
what other schools offer.
 Soccer student-athletes that are not
supported and are discriminated against
228


Objective 3:
Increase in travel budget code
1100 77010 5101 083550
because of inadequate facilities are not as
likely to stay as those that feel supported.
As an employee I have a more difficult time
teaching and doing my job without proper
facilities to do so. I am asked to recruit
player to come to a place that lacks basic
locker and meeting room facilities.
The land is readily available, preliminary
scouting has been done by maintenance and
this is just a funding issue.
Action Plan (include who is responsible):
When I came in to FRC 5 years ago the range in
hotel cost was $79.99 – $99.00 and that often
included a free room thrown in for the head coach.
Now the costs range is $109.99 - $159.99 and most
hotels are no longer offering a free room option for
the head coach.
Women’s soccer averages 5-6 overnight trips in
the regular season and usually makes the playoffs
through two round for a 7th and 8th overnight trip.
Women’s soccer travels only 20 players (that
means that we must leave at least 6 players home
who pay full tuition to FRC, most are out of state
players so the total cost to those players staying
home (imagine that you are not allowed to
participate in field trips and other class activities for
a certain class, that is what games are for players,
these are their learning opportunities outside of the
classroom) is $13,000 + per year (that is $78,000
total to all 6 being left behind) and rooms 4 players
per room. When you include a coaches room and a
bus driver room that is 7 rooms that are needed.
If we take the average cost in the current cost for
FRC travel and project that costs will continue to
rise we get an average cost of northern California 2
star hotels at $140.99.
When we multiply $140.99 X 7 rooms we get
$986.93 per one night stay for women’s soccer.
If we multiply $986.93 X 8 trips we get $7,895.44
which will leave us a category budget overage of
$1,335.44.
Women’s soccer is asking for an increase of
$2,500 to this budget code to accommodate rising
costs and to allow us to bring 4 more students per
trip.
 This item does not have a large impact on
the overall budget at FRC.
229


These rising costs are uncontrollable.
When potential students hear that they may
be left home this hurts our student
attraction

This is a direct effect on student retention,
students do not like not being able to
participate in games
Employee effectiveness is directly affected,
I cannot do my job and win games when I
am forced to leave players that are essential
to the team at home.
This is highly feasible


Objective 4:
Increase in Employee Travel Budget Code
1100 77010 5100 083550
Action Plan (include who is responsible):
For many of the same reasons that are stated in
increased costs of travel our recruitment budget is
not sufficient. If I can bring in just 3 more students
to FRC because I am allowed an extra recruiting
trip that would mean approximately $13,500 more
income to FRC.
Just one trip to Reno for one day is a cost of
$150. A proper recruiting year for a school like
FRC for women’s soccer would include:
 One major Southern California Tournament
$600
 One Major Out of State Tournament $600
other than Nevada
 2 Major Northern California Tournaments
Cost $800
 2 recruiting trips to Reno $300
 2 Recruiting trips to Chico/Yuba
$300
Total $2,600

We are asking for an additional
$1,000 in this budget code area to
properly recruit and continue to
maintain numbers that are higher
than our minimum required 15 (22.5
FTE). Our annual goal for women’s
soccer student-athletes is 25-30 (37.5
FTE – 45 FTE) which brings in an
additional $67,500-$101,250 to FRC.
Overall impact to budget at FRC is
negligible and the results will actually
230




Objective 5:
Uniforms for 2016-2019. Budget Code
1100 77010 4325 083550
improve the overall income to FRC. Soccer
has proven that with support we can recruit.
The rising costs of travel are uncontrollable.
This is a direct effect on student attraction.
Weak teams drive student-athletes away
from teams, if we want to maintain the
student-athletes that we have we have to
show them that we are striving to build and
recruit for a strong program.
Employee Support - It is unfair to ask
employees to spend their own money to go
on college recruiting trips which is what is
happening currently.
This is completely feasible.
Action Plan (include who is responsible):
Uniforms have a lifespan of a maximum of 3 years.
As of 2015 we have been wearing the same
uniforms for 3 years that they are showing their
wear. They have rips, tears and the number are
wearing off of them.
A preliminary investigation shows that new
home and away uniforms will cost approximately
$49.99 for tops and bottoms with logos, tax and
delivery charges added on.
Purchasing 25 uniforms will cost approximately
$1,249.75. We will make these last for 3 seasons so
the per season cost is only $416 per season which is
very reasonable to run a team of 25 which brings in
$112,500 to FRC in income.
 This program cannot operate without this
item, uniforms every 3 years is
uncontrollable.
 Obviously uniforms are crucial to running a
soccer team and thus attracting new
students.
 Obviously uniforms are crucial to running a
soccer team and thus crucial to retaining
students and having soccer student-athletes
be successful.
 A teacher of soccer teams cannot properly
do his job without a team that has uniforms.
 Purchasing these needed uniforms is easy
and feasible.
231
Objective 6:
Associate Head Coach Stipend.
Action Plan (include who is responsible):
The stress and difficulties of running 2 sports and
sustaining momentum of proper recruiting and
training for 1 head coach and 2 inexperienced
assistants is not a sustainable model when we are
talking about 50-60 student-athletes.
The model that soccer needs to go to if just 1
head coach is to be responsible for 50-60 athletes
from 2 different teams is this:
1 Head coach
1 Associate Head Coach to take some of the
recruiting and training responsibilities of 1 women’s
team.
1 Associate Head Coach to take some of the
recruiting and training responsibilities of 1 men’s
team.
The additional cost to Women’s soccer of this
model would be $5,500 per year which is only
about $183 per student athlete who generates on
average $6,750 in income for FRC. This is crucial
to the stability of the program model which we
have developed.
When I came in 6 years ago women’s soccer was
lucky to have 13-15 players and now we hover
around the 25 player mark but I cannot sustain the
energy and recruiting needs to maintain these
numbers year after year without good help and the
Associate Head Coach model will allow me to
maintain momentum.
 The continued success of the program in
bringing in 10 student-athletes (15 FTE) to
FRC (valued at $67,500 in income) will
hinge on a new model that includes an
associate head coach.
 A successful team and a competent
coaching staff attracts new soccer studentathletes to FRC whereas a staff with
constant turnover does not.
 If we want students to remain part of a
school and soccer program we need to
demonstrate a commitment to that program
and there can be no greater commitment
shown that to the coaching staff who has
direct contact with these soccer studentathletes on a year round basis.
 I would hope that it is obvious to everyone
that before my arrival and commitment to
this program and school that the soccer
program was a mess and in disarray. I have
232

provided stability not only as soccer teams
but academically as well, in order to
maintain a strong academic group of soccer
student-athletes as well as a winning teams,
I NEED HELP. Running a program on the
current model of 1 head coach and 2 lesser
experienced assistants (lesser experiences
because of constant turnover because of
low wages) is not possible. I need to
provide a living wage to 2 qualified associate
head coaches to make this work and to get
them to stay with us (thus providing
teaching stability to our program) for at
least 3-5 years.
This is a simple fix and based on the
income I have proven that soccer can
generate for FRC it should be easy to justify
and implement.
Action Plan (include who is responsible):
Objective 7:
Additional Assistant Coach
Summary of Progress:
I have consistently recruited more than 25 players
to our program with numbers closer to the 30
mark. The problem we have is when we have to
split the men and women to travel we can only have
1 coach at one game or the other. This is highly
problematic because if something happens to the
one coach at the one game then the game will be
forfeited.
Traditionally when numbers in a sport are
consistently over 25 a new coach has been granted
to aid in the workload. Since soccer has a
minimum number of only 15 (22.5 FTE based
upon 18 units which is what our players take on
average) and we have upped that number to 25
(37.5 FTE) for an addition of $67,500 in income to
FRC, soccer should be given one additional
assistant coach stipend at $9,500. This assistant
coach would be split between the men and the
women, I am not asking for a new assistant for the
men and for the women, just one to split between
the two.

The continued success of the program in
bringing in 10 student-athletes (15 FTE) to
FRC (valued at $67,500 in income) will
233
hinge on a new model that includes an
associate head coach.
 A successful team and a competent
coaching staff attracts new soccer studentathletes to FRC whereas a staff with
constant turnover does not.
 If we want students to remain part of a
school and soccer program we need to
demonstrate a commitment to that program
and there can be no greater commitment
shown that to the coaching staff who has
direct contact with these soccer studentathletes on a year round basis.
 I would hope that it is obvious to everyone
that before my arrival and commitment to
this program and school that the soccer
program was a mess and in disarray. I have
provided stability not only as soccer teams
but academically as well, in order to
maintain a strong academic group of soccer
student-athletes as well as a winning teams,
I NEED MORE HELP. Running a
program on the current model of 1 head
coach and 2 inexperienced assistants is not
possible. I need to provide a living wage to
2 qualified associate head coaches to make
this work with the addition of one more
assistant and to get them to stay with us
(thus providing teaching stability to our
program) for at least 3-5 years.
This is a simple fix and based on the income I have
proven that soccer can generate for FRC it should
be easy to justify and implement.
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
Example: Staff training on
effective written communication
Example:
One new clerical staff member
Resource Type
Professional
Development
Additional Staff
Rationale
(include connection to other plans)
See current year objective 2
See next year objective 3
234
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
73. Describe the current status of the Program/Depart/Service Area.
Since arriving at FRC 6 years ago we took a women’s team that had 1 player on August 1st and finished
last in the conference to teams that have had back to back conference titles the last 2 years and should
compete for a 3peat in 2015. The most players that FRC ever had on the women’s side was 16 and we
have grown those numbers to 25 (15 FTE added) with most taking at least 18-20 units. We have had
over $2,000,000 in scholarship offers for our players since our first year 5 years ago. We have earned 3
conference championships in 5 years and have made it to the state sweet 16 for the first time in
program history. In 2015 we had Sherifatu Sumaila recruited by UCLA, Florida, Notre Dame, USC,
Washington and she ultimately chose Florida State, the NCAA D1 National Champions. These
successes are unprecedented in California Community College Soccer. In 2014-2015 our women’s
GPA was a staggeringly high 3.59 GPA.
To maintain these types of successes we need more help from FRC in the form of our requests listed
above.
74. Explain significant issues and/or changes that have occurred since the last comprehensive review.
75. Briefly explain significant changes expected during the upcoming year.
APPENDIX
Attach supporting documents as appropriate.
235
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: ICT
NAME OF PERSON SUBMITTING THIS REVIEW: Nathan Tharp
DATE OF SUBMISSION: 10/31/15
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Summary of Progress:
Launch an additional 7 new ICT courses over
the 2014-15 school year.
Enrollment numbers are not currently
supporting the addition of many new courses.
However, per student and community interest,
we did offer Game Design. The class has filled
and we plan to continue offering it. The existing
curriculum has been modified so students can
complete the degrees and certificates without
these courses being offered. We are currently
offering 12 ICT classes per year and plan to
continue doing so.
Objective 2:
Summary of Progress:
Integrate ICT with on campus and off campus
partners. This includes other academic programs,
campus services, local and regional businesses,
local schools, sister CCs, and four-year
institutions.
Two ICT courses have been cross-listed with the
Business program. Three ICT courses are
available as electives in the Administrative Justice
program. The ICT program and Art program
coordinators are working together to develop a
Graphic Design degree. Student projects for
ICT classes must now be for a local business or
organization. We have begun coordinating
classes offerings, scheduling, and recruitment
with local high schools. Articulation agreements
are in place with four-year institutions.
236
Objective 3:
Summary of Progress:
Develop classes for online delivery
Eleven of the 12 ICT courses we’ve offered are
distributed online. The only class that isn’t is
Computer Proficiency which helps prepare
students for online courses.
Objective 4:
Summary of Progress:
Complete the upgrade to room 600 computer
lab.
This objective was not met because it was not
funded. The request for funding for new chairs
is being resubmitted. A projector and screen
were ordered for the room and a work request to
have them installed has been submitted.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1:
Upgrade projection system in room 600.
Connection to results from assessment of
student learning and/or other plans:
The ICT program and courses primarily support
College-wide SLOs 1, 2, and 3. Access to
technology resources and instruction is a
significant component of both the Educational
Master Plan and the Strategic Plan.
Action Plan (include who is responsible):
The projector and screen have been purchased.
They just need to be installed by facilities.
Resources/Budget Needed:
None
Objective 2:
Develop and market a fully online degree
program for ICT
Action Plan (include who is responsible):
Identify an online GE pathway for degree
seeking students. Complete a marketing
campaign for FRC Online featuring the ICT
program that can serve as a template for other
academic programs and the college as a whole
Connection to results from assessment of
student learning and/or other plans:
The ICT program and courses primarily support
College-wide SLOs 1, 2, and 3. Access to
technology resources and instruction is a
significant component of both the Educational
Master Plan and the Strategic Plan.
Resources/Budget Needed:
The cost of the marketing campaign is estimated
at $20,000.
237
Objective 3:
Increase program visibility in community
Action Plan (include who is responsible):
The program coordinator will oordinate course
offerings with local high schools for cross
enrollment and marketing, coordinate student
work and projects with local businesses, and
create a new more local advisory committee.
Connection to results from assessment of
student learning and/or other plans:
The ICT program and courses primarily support
College-wide SLOs 1, 2, and 3. Access to
technology resources and instruction is a
significant component of both the Educational
Master Plan and the Strategic Plan.
Resources/Budget Needed:
None at this point.
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in the prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
Upgrade seating in 600 computer lab.
Action Plan (include who is responsible):
This is a one-time request. There are 40 student
seating locations but only 26 chairs in the room.
These chairs are mismatched left overs from
locations around campus. Many are broken or
missing parts. By increasing the number of chairs
we will be able to increase enrollment in classes
in the room. By updating the chairs we will be
able to provide a professional learning
environment that visually and ergonomically
supports student learning.
Connection to results from assessment of
student learning and/or other plans:
This objective related to student learning in
general, not a specific SLO. Student learning will
be enhanced by having ergonomic, safe, and
sufficient seating. This also supports Strategic
Direction III: Resources in the campus Strategic
Plan.
Resources/Budget Needed:
$10,000 for 40 chairs.
238
Objective 2:
Continue and market a fully online degree
program for ICT and recruit colleagues to
develop additional course and program offerings
online.
Action Plan (include who is responsible):
Assess the success of the current years FRC
Online campaign and apply lessons learned to a
second marketing campaign which may include
other programs.
Connection to results from assessment of
student learning and/or other plans:
The ICT program and courses primarily support
College-wide SLOs 1, 2, and 3. Access to
technology resources and instruction is a
significant component of both the Educational
Master Plan and the Strategic Plan.
Resources/Budget Needed:
The cost of the marketing campaign is estimated
at $20,000.
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
40 chairs for Room
600: $10,000
FRC Online Marketing
Campaign: $20,000
Resource Type
Furniture
Services
Rationale ( include connection to other plans):
See next year objective 1
See current year and next year Objective 2.
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
76. Describe the current status of the Program/Depart/Service Area.
All ICT courses have been developed for online delivery. With the exception of 3-4 specialized
courses, all courses have been held at least once. Faculty have maintained stability and expertise in
the appropriate technologies. The primary issue is low enrollment. Addressing this is the top
programmatic goal at this point.
77. Explain significant issues and/or changes that have occurred since the last comprehensive review.
The first comprehensive review of the ICT program is currently being conducted and submitted
simultaneously with this APR.
78. Briefly explain significant changes expected during the upcoming year.
The changes for this upcoming year will be to address low enrollment by marketing the program as
an online program and integrating the program with community constituents, especially businesses
and high schools.
APPENDIX
Attach supporting documents as appropriate.
239
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: INSTRUCTIONAL RESOURCE
CENTER/BASIC SKILLS
NAME OF PERSON SUBMITTING THIS REVIEW: Jeanette Kokosinski
DATE OF SUBMISSION: October 31, 2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
The IRC continued giving supplemental
instruction to students to increase retention and
success in the classroom.
Connection to other plans:
Instructional Resource Center Comprehensive
Program Review; Basic Skills Initiative; Strategic
Plan
Summary of Progress:
The Instructional Resource Center provided
instructional assistance through a variety of
supplemental instruction resources, especially
through individualized instruction via the staff
and the director.
Resources/Budget Used:
Basic Skills and General Fund
Objective 2:
The staff continued giving supplemental
instruction to basic skills students via
mathematics recitations and classroom visits
demonstrating how to select research paper
topics and formatting papers.
Connection to other plans:
Basic Skills Initiative; Instructional Resource
Center Comprehensive Program Review
Summary of Progress:
The instructional assistants provided
supplemental instruction to basic skills students
enrolled in the pre-algebra, English, and general
education courses.
Objective 3:
The Instructional Resource Center provided
tutoring to support part- and full- time students
in all disciplines or programs.
Summary of Progress:
The Instructional Resource Center requested and
received student employment hours for the
2015-2016 academic year to hire student tutors.
The IRC received 850 student employment
hours for tutoring.
240
Resources/Budget Used:
Basic Skills Funds
Connection to other plans:
Instructional Resource Center Comprehensive
Program Review; Education Plan; Strategic Plan
Objective 4:
Continued to support ESL students on campus.
Connection to other plans:
Basic Skills Initiative; Instructional Resource
Center Comprehensive Program Review;
Strategic Plan
Resources/Budget Used:
General Fund
Summary of Progress:
The English instructional assistant continued to
assist ESL students mainly through one-on-one
instruction.
Resources/Budget Used:
None
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks will you take on for this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1:
The IRC continues to provide supplemental
instruction and tutoring to students in their
respective disciplines or programs.
Connection to other plans:
Instructional Center Comprehensive Program
Review; Education Plan
Objective 2:
The IRC provides supplemental instruction to
basic skills students via mathematics recitations
and classroom visitations.
Connection to other plans:
Instructional Center Program Review; Basic
Skills Initiative; Education and Strategic Plan
Objective 3:
The director continues to schedule Basic Skills
meetings.
Connection to other plans:
Basic Skills Initiative; Instructional Resource
Center Comprehensive Program Review;
Action Plan (include who is responsible):
The Instructional Resource Center provides
instructional assistance and peer tutoring on an
on-going basis. The director is requesting 850
student employment hours for the 2016-2017
academic year.
Resources/Budget Needed:
Basic Skills Funds/Student Employment Hours
(Instructional Resource Center Director)
Action Plan (include who is responsible):
The instructional assistants and the director
provided supplemental instruction to basic skills
students enrolled in the pre-algebra, English, and
general education courses.
Resources/Budget Needed:
None
Action Plan (include who is responsible):
The Basic Skills Coordinator (Instructional
Resource Center Director) schedules Basic Skills
meetings.
Resources/Budget Used:
None (Instructional Resource Center Director)
241
BUDGET CHANGE REQUESTS FOR NEXT YEAR
Please provide rationale for budget changes (attach budget request sheets for entire annual budget).
No budget changes required.
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on data provided:
79. Describe the current status of the Program/Depart/Service Area.
Currently, the Instructional Resource Center/Basic Skills program is funded by the Basic Skills
Initiative via the Chancellor’s Office. The staffing situation is adequate to maintain the instructional
support and tutoring needs of the students.
80. Explain significant issues and/or changes that have occurred since the last comprehensive review.
The staff will continue giving these additional instructional supplemental sessions throughout the
year. The in-class presentations conducted by the English Instructional Assistant continue to be
very successful.
81. Briefly explain significant changes expected during the upcoming year.
No significant changes expected
242
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: INCARCERATED STUDENT
PROGRAM (ISP)
NAME OF PERSON SUBMITTING THIS REVIEW: Joan Parkin
DATE OF SUBMISSION: 10/29/2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1: ISP Director at 50/50 time plus current
stipend: 50% teaching load and 50% directorship. The
current directorship has an annual MOU at $7,000 with
a full time, 15 credit, teaching load
Objective 2: Hire one classified staff at 25
hours per week
Summary of Progress: Successful: ISP
Directorship stipend increased to $12,000. Director
may take one course relief per semester.
Summary of Progress: Successful: Hired a
permanent part-time classified position at 19 hours.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.)
Will your allocated resources be sufficient given your objectives?
Objective 1: Completion of Instructor Video
Project. Allocated resources are insufficient to
complete all of the instructor videos.
Action Plan (include who is responsible): ISP
Director and Coordinator, Instructor Video Project
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Objective 2: ISP Reentry Student Tracking
Project. Allocation of resources is insufficient to
complete tracking.
Objective 3: ISP Copy machine
Action Plan (include who is responsible): ISP
Director
Action Plan (include who is responsible)
ISP Instructional Assistant
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1: Produce a tracking system for
released FRC ISP students and final student reentry report
Connection to results from assessment of
student learning and/or other plans: Part of
mission of ISP is to help lower recidivism
through successful reentry back into society. To
verify success we must create a tracking system.
Objective 2: Obtain pay for ISP instructor
prison visits.
Connection to results from assessment of
student learning and/or other plans: Recent
passage of Senate Bill 1391 allowing state
apportionment for face-to-face community
college instruction has greatly increased
competition among colleges for students within
prisons. Our hybrid Distance Education model
makes our program unique thereby allowing us
to maintain a competitive edge. Other
Community Colleges that use hybrid models are
paying for instructor visits. Instructor visits
greatly improve student learning and retention.
Action Plan (include who is responsible):
Hire a paid intern to create tracking system, show
evidence, and write final ISP student reentry report
(includes narrative and statistics). Intern will call
released ISP students to obtain and track
information on reentry progress to measure success
and recidivism rates.
Resources/Budget Needed: $7,200 (15 per hour,
10 hours per week)
Action Plan (include who is responsible):
ISP Director will oversee, and ISP office will
coordinate, semester by semester monthly prison
visits.
Resources/Budget Needed: $4,800. ($100 per
instructor visit, 4 visits per month).
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NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
ISP Research Intern
Instructor prison visit pay
ISP Instructor Video Project
ISP Copy Machine
Resource Type
Additional Staff
Professional
Development
Professional
Development
Facilities
Rationale
(include connection to other plans)
See next year objective 1
See next year objective 2
See this year’s objective 1
See this year’s objective 3
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
82. Describe the current status of the Program/Depart/Service Area.
The Incarcerated Student Program currently has approximately 580 students in 28 California state
prisons. We have increased our Instructional Assistant position from 60% to 80% and have acquired a
permanent classified position at 19 hours per week. Recent legislative events (passage of SB 1391, see
attachment) has propelled our program to a state-wide leadership role. Our cohort model is being used
as a state wide model. We are now involved in the Office of Correctional Education’s state-wide
eReader Program. We are refining our hybrid niche by increasing instructor visits and making greater
use of technology to enhance instruction, including instructor videos, prison educational television,
and electronic library resources. The ISP generates approximately 500 FTEs per fiscal year.
83. Explain significant issues and/or changes that have occurred since the last comprehensive review.
Recent passage of Senate Bill 1391 allowing state apportionment for face-to-face community college
instruction has greatly increased competition among colleges for students within prisons. Our hybrid
Distance Education model makes our program unique thereby allowing us to maintain a competitive
edge.
84. Briefly explain significant changes expected during the upcoming year.
The ISP will be shifting from a correspondence delivery mode to an electronic delivery mode in
whatever capacity the state allows. While it may take a couple of years for Office of Correctional
Education (OCE) to put up Canvas intranet, our program will be preparing for a complete
transformation to DE in whatever way we can. We are creating instructor videos, programming for
educational television, updating all of our course materials and books for eReaders. To remain
competitive we need to maintain our hybrid DE model which means increasing instructor visits to the
prisons. Instructors can teach classes, advise students and help with ISP new tutoring initiative.
APPENDIX
Attach supporting documents as appropriate.
245
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: LANGUAGE ART/ ENGLISH
NAME OF PERSON SUBMITTING THIS REVIEW: Chris Connell
DATE OF SUBMISSION: October 30, 2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Regular departmental meetings
Success. Meetings were held regularly
throughout 2014-2015
Connection to results from assessment of
student
learning and/or other plans:
Per discussion with DOI and Division Chair
Unbudgeted Resources Needed:
N/A
Objective 2:
Continue Town Hall Debates, class-based
theater productions.
Success.
Connection to results from assessment of
student learning and/or other plans:
Ed Plan; SP 2.3.1
Unbudgeted Resources Needed:
N/A
Objective 3:
Common reading or first year “experience”
curriculum.
Success. The Common Book is now in its third
year, with the Sixth extinction as the common
book.
Connection to results from assessment of
student learning and/or other plans:
Ed Plan; SP 2.3.1
Unbudgeted Resources Needed:
N/A
Objective 4:
Student trip to Ashland Oregon, Shakespeare
festival.
Action Plan (include who is responsible):
Unsuccessful. Not funded.
Connection to results from assessment of
student learning and/or other plans:
Ed Plan; SP 2.3.1
Unbudgeted Resources Needed:
Not funded.
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Objective 5:
Summer Language school.
Action Plan (include who is responsible):
Unsuccesful. Unfunded
Connection to results from assessment of
student learning and/or other plans:
Ed Plan; SP 2.3.1
Unbudgeted Resources Needed: N/A
Objective 6:
Summer Writer’s Workshop.
Action Plan (include who is responsible):
Unsuccessful. Unfunded.
Connection to results from assessment of
student learning and/or other plans:
Ed Plan; SP 2.3.1
Unbudgeted Resources Needed: N/A
Objective 7:
French language tapes/CDs/DVDs
Success. One computer purchased and software
for three computers.
Connection to results from assessment of
student learning and/or other plans:
Ed Plan; SP 2.3.1
Unbudgeted Resources Needed:
N/A
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1:
Regular departmental meetings
Action Plan (include who is responsible):
Successful. Meeting are being held on a monthly
basis. Responsible faculty: Chris Connell,
responsible
Connection to results from assessment of
student
learning and/or other plans:
Per discussion with DOI and Division Chair
Unbudgeted Resources Needed:
None. However, associate faculty would like to be
paid for their time, approx. $50 per attending
associate faculty member.
Objective 2:
Continue Town Hall Debates, class-based
theater productions.
Action Plan (include who is responsible):
The English Department continues to stage Town
Hall Debates on elections or social issues. At the
end of October 2012, Joan Parkin’s Speech class
will stage a debate on election issues. This has been
a successful event that brings students into the
community, and provides a service for the
community. The activity also provides an intensive
experience in preparation and presentation of
materials for students. Responsible faculty: Joan
Parkin.
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Connection to results from assessment of
student learning and/or other plans:
Ed Plan; SP 2.3.1
Unbudgeted Resources Needed:
$250 for theater rental and publicity.
Funding denied in budget process. Currently
searching for sources.
Objective 3:
Common reading or first year “experience”
curriculum.
Action Plan (include who is responsible):
This has been accomplished, at least in the short
term by implementation of the Common Reading
program. Spring 2014 was the first step in
implementing the program , using The Yellow
Birds as the chosen text. In 2014-2015 The Book
Thief was. For 2015-2016 The Sixth Extinction was
chosen as the book in common. Lectures and
activities will accompany the book.
Connection to results from assessment of
student learning and/or other plans:
Ed Plan; SP 2.3.1
Unbudgeted Resources Needed:
No direct funds. Fees for support of Town Hall
Theater (movie showings connected with Common
Reading) and any necessary publicity, copies of
books, and so on are provided by President’s
office. Responsible: Chris Connell
Objective 4:
Purchase additional computer for Language Lab.
Action Plan (include who is responsible):
One computer has been purchased for the
language lab. The original plan was to purchase 2
computers; however, the cost of the computer was
more than expected, and the allotted funds covered
the cost for only 1 computer. It is desirable to
complete the plan and purchase an additional
computer. Responsible faculty: Chris Connell
Unbudgeted Resources Needed:
Connection to results from assessment of
student learning and/or other plans:
Strat Plan 2.3.1; 2.3.2
Objective 5:
$1400:
$1200 computer
$200 for 2 microphones.
Action Plan (include who is responsible):
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NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
Continue Town Hall Debates, class-based
theater productions.
Connection to results from assessment of
student learning and/or other plans:
Ed Plan; SP 2.3.1
Objective 2:
Student trip to Ashland, OR Shakespeare
Festival or Other Cultural/Educational
Learning Travel (e.g. Museum)
Action Plan (include who is responsible):
For several years now the Town Hall Debates
have been popular and well attended by
community members and students alike. The
debates address serious social issues and provide
an outlet for instruction and information. In
addition, English classes have started doing
“reader’s theater,” which were warmly received.
One debate per year and one reader’s theater per
year would be a reasonable goal. The events
require rental of Town Hall Theater plus
supplies. Responsibility: Joan Parkin.
Resources/Budget Needed:
$275 to cover rental of town hall theater,
publicity and teaching materials
Action Plan (include who is responsible):
FRC prides itself on its liberal arts education;
however, the college offers little in the way of offcampus learning opportunities to enhance the level
of humanities/literature education. Travel to the
Oregon Shakespeare Festival in Ashland, Oregon
provides a perfect opportunity for students to
extend their knowledge of Shakespeare,
performing arts, historical perspective, and the role
of literature, humanities, and culture in daily life.
Ideally, such a trip would allow student to take in
2-3 plays (including one contemporary play), attend
a backstage tour, and attend a learning session.
Such an opportunity could be run as an FTE
generating course, whether it were connected with
a Shakespeare class
(ENGL277) or free standing. A 1 unit course
could easily be constructed that would provide
roughly 9-10 hours of
instruction (background on plays, etc), and then 9
hours of instruction, viewing plays, and related
activities in
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Ashland. A similar course was created and staffed
by Terry Gallagher and aimed ad continuing
education for K-12
teachers. However, a course like this could be
tailored to FRC and the local community. A short
assignment would
summarize the course content. with the
director/actors of a production.
The difference between a Shakespeare play on
paper and one on the stage is the difference
between night and day.
As stated in the 2011 SLOAC for ENGL 277,
"Understanding the historical trends (SLO 2:
Identify vocabulary, historical
trends, and character types) is more difficult as
history is situated in broad outlines for this course.
SLO 1( SLO 1:
Comprehend Shakespearian language, style, and
ideas)is part of class discussion on a daily basis, but
is only
incidentally assessed in essays or tests, unless there
are specific required questions/topics dealing with
language."
Viewing a play and having the experience of the
play come alive--with nuanced language, correct
rhythmic
pronunciation, and acting to illustrate the words
and flow of speech, would be a tremendous
teaching tool.
Alternatively, these monies could also be
designated for other travel in the Humanities, such
as museums or other significant cultural events to
support courses in English or Humanities (i.e.
Humanities 110, 112, 128.
Responsibility: Chris Connell, Joan Parkin.
Connection to results from assessment of
student learning and/or other plans:
Ed plan; SP 2.3.1
Resources/Budget Needed:
Van cost: $450. If following the model for student
athletes: 2 nights lodging: $480; food for 12
students: $1050.
Instructor lodging and food: $110
Alternative model: Students could pay their own
lodging and food.
Total cost: $2090 for full funding. Current
resources are insufficient
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Objective 3:
Hire full-time faculty member in English
Action Plan (include who is responsible):
The English department continues to be placed
under stress through ISP offerings and the TMC.
In addition, the pool of available and eligible
English instructors is shrinking (one insrtrucotr
has resigned effective the end of Spring 2015;
another has cut back on load and may resign as
well). Even at the current levels of enrollment,
the college would not be able to meet demand. It
is difficult to recruit part-time instructors in
English in rural Plumas County. If student
numbers increase either on campus, in ISP, or
especially in both areas, there should be serious
consideration given to hiring an additional
faculty member in English. The best solution to
the staffing issue would be to hire a new faculty
member at the full-time level. Responsibility:
Committee Porcess.
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
Salary and benefits at the E-7 on faculty pay
scale. (approx. $100,000)
Objective 4:
Action Plan (include who is responsible):
Continue English Department meetings on a Meetings will be scheduled every month to
monthly basis
discuss issues relevant to the department and
faculty. Associate faculty have requested
compensation for time spent at the departmental
meetings. See below. Responsibility: Chris
Connell
Connection to results from assessment of
Resources/Budget Needed:
student learning and/or other plans:
$50 per attending associate faculty member per
Per DOI and Division discussions
meeting.
Total cost $2,000
Objective 5:
Creation of thematic courses for ENG 101,
and rewrite or create literature courses. For
example, ENG 101 with themes in
environment or social justice; literature
courses such as “Novel and Fiction,”
Classical and Epic Literature, etc.
Action Plan (include who is responsible):
Further discussion is needed on this topic. Create
Title V’s for ENGL 101 course that may include
thematic approaches to teaching English
Composition. After careful assessment there are
some challenges with this type of course—
specifically creating skewed student populations
based on theme and students’ interests. However,
certain areas would function very well and provide
a different kind of variety for students. Literature
offering need to be revised, taking into account
transferability and appropriate preparation of
English majors at the university level. Possibilities
include condensed British or American Literature
251
survey or development of addition courses of
interest to students, such as “The Novel,” or
“Dramatic Literature” or “Classical Literature.”
Responsibility: Chris Connell. Joan Parkin.
Connection to results from assessment of
student learning and/or other plans:
SP 2.3.2
Resources/Budget Needed:
None
Objective 6:
Introduce a “writing across the
curriculum” component in appropriate
courses.
Action Plan (include who is responsible):
Writing skills are one of the most important skills a
student can develop. In addition to formal writing
classes, such as ENGL 101, being able to write for
different purposes and on different subjects is a
skill that must be developed. Writing across the
curriculum would help support good writing
practices and foster skills in appropriate subject
areas.
Further discussion required.
Connection to results from assessment of
student learning and/or other plans:
SP 2.3.2
Resources/Budget Needed:
None
Objective 7:
Summer language school
Action Plan (include who is responsible):
Summer language programs with a duration of one
to several weeks. As international economics and
politics become more intertwined, the need for U.S.
citizens trained in language becomes more crucial.
Language acquisition takes time, but intensive
courses are known to foster language learning
quickly. Courses could be FTE generating or work
on a community service model. Such a program
could offer an attractive way to learn language in the
mountains during summer. FRC could utilize the
student apartments and facilities, helping to offset
costs. Almost any language could be included if
there were appropriate instructional staff. But
languages to consider would be: Spanish, French,
German, Arabic, Japanese, Chinese. Responsibility:
Chris Connell, CIO
Connection to results from assessment of Resources/Budget Needed:
student learning and/or other plans:
Unclear. Associate faculty salary or Full-Time faculty
SP 2.3.1
summer salary. In addition any maintenance
requirements for apartments/classrooms. Approx.
costs would be $1,000 per unit of instruction. Five 2
unit courses = $10,000. There are other funding
mechanisms if the summer language institute were
not an FTE generating project.
252
Objective 8:
Education Abroad
Action Plan (include who is responsible):
Language school or cultural trips abroad to
support language learning. In the case of
Spanish, language school in Mexico, Spain, or
another country; French in Paris, etc. The
cultural benefits are enormous, and language
learning is intensified by a stay of 1 week or
more in a foreign country.
FRC can serve not only its students but also
community members and residents of the state
of California by offering language courses in
foreign countries. In the case of language
learning in Mexico, I already have researched
possibilities and have relationships with language
schools and a Mexican university. It is easy to set
up courses with Instituto Baden-Powell, an
Instituto Cervantes (Spanish Gov’t and
University of Salamanca) certified language
school in Morelia, Michoacán, México.
In addition there are organizations such as EF
tours that specialize in cultural trips for students.
Study abroad does not have to be solely language
based; it could include art, environmental
studies, cultural studies, history, and archeology
among other possibilities.
Language study abroad can be offered as FTE
generating courses, or as community services
courses. However, for regular FRC students, the
units earned in a regular course could be quite an
attraction. Responsibility: Chris Connell
Connection to results from assessment of
student learning and/or other plans:
SP 2.2; 2.3.1
Resources/Budget Needed:
Full-time faculty overload for one course or
partial course at E-18 is $3,000. Travel costs for
faculty member to Morelia Mexico Morelia,
Mexico is $500. (free lodging there). Travel and
lodging in other country: $1,800
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Objective 9:
Discuss and Create summer creative writing
program.
Connection to results from assessment of
student learning and/or other plans:
SP 2.31
Action Plan (include who is responsible):
Create a summer writers workshop at FRC. The
student apartments can be used for housing.
Develop curriculum specific to creative writing;
for example, fiction writing, the short story, the
lyric poem, writing screenplays. A workshop type
of summer school could last one or two weeks.
Per format of workshop, Participants either a per
unit fee and college collects FTES, or a tuition
is paid following the community education
model.
Resources/Budget Needed:
Costs could vary depending on instruction
format, staffing required, etc. from $500 up to
$10,000.
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
Additional faculty in English
Resource Type
Full-time and/or parttime faculty hires.
Rationale
(include connection to other plans)
See future year objective 3 and updates
below
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
85. Describe the current status of the Program/Depart/Service Area.
Language Arts in general is healthy. The AAT in English was approved and offered last year. There
are several English majors who are working their way through the courses. FTES in Language Arts
rose sharply starting in 2013, generating 267 FTES in 2013-14; 259 FTES in 2014-15; and in the first
semester of 2015-2016 114 FTES. The previous highest year was 2009-10 with 157 FTES. In each of
these years, about 20% of FTES is generated by ENGL 101 and 13% is generated by ENGL 010.
About 9% is generated by ENGL 119, and slightly less by ENGL 120. Nearly 50% of FTES is
generated by ENGL 010, 101, 102, 103, 119, and 120. . The other 50% is generated by courses in
literature, foreign languages, and American Sign Language. In the case of ENGL 010 and 101,
approximately 50% of those FTES re generate within ISP. The spike in FTES generated by Language
Arts is due to a large increase in ISP.
The department is at capacity in terms of staffing.
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86. Explain significant issues and/or changes that have occurred since the last comprehensive review.
Several English Faculty resigned, retired, or have decided to teach full time in ISP. Three new
associate faculty members were hired for the 2015-2016 year. Carrin Blyth teaches online; and Nathan
Slinker and Clare Fritzsche teach on campus. They are working out well. French has now been
offered two years in a row, along with Spanish. While student numbers are adequate, the number of
students taking Spanish declined as a result of the French offering. This suggests that there is a certain
cohort who need or wish to take foreign language courses. Perhaps some thought should be given to
alternating years of foreign language, or of encouraging more students to take language as a
Humanities elective.
The main issue in the department is staffing. Between the two full-time faculty and two associate
faculty on campus, and the online instructors, all sections are covered. However, there is no room for
expansion. If on-campus/online enrollment increases, it will be difficult to offer sections. ISP sections
are also covered, but resources may be stretched thin there as well.
One important issue is to hire another Full-Time, Tenure-Track English instructor. One goal of
Language arts is to continue advocating for this position.
87. Briefly explain significant changes expected during the upcoming year.
At this point, there is little change anticipated in the upcoming year, except possible in the area of
student numbers. Additional associate faculty should be discovered and hired.
APPENDIX
Attach supporting documents as appropriate.
255
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: LIBRARY
NAME OF PERSON SUBMITTING THIS REVIEW: Darryl Swarm
DATE OF SUBMISSION: November 6, 2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
To provide quality instructional support for
the academic programs offered by the
college, including restoring essential
collection development activities to address
basic research needs of students and faculty.
Summary of Progress:
The library continued to fulfill its mission as
defined by accreditation standard IIB: providing
appropriate, comprehensive and reliable services
to students regardless of service location or
delivery method. As the primary source of
scholarly academic library resources and services
for instructional support, and with the addition
of a new four-year degree, access to relevant
collections is critical in maintaining academic
quality. Book, non-print media and periodical
subscription costs rise at a rate of approximately
10% each year, and yet the library budget for
these essential resources was reduced in the
2011-2012 final budget from $10,000 to $7,000
(books); $3,000 to $2,000 (non-print media); and
$10,500 to $8,000 (periodical subscriptions),
totaling $6,500 loss each year ($32,500
cumulative loss by 2016) despite cost increases
and the addition of new programs. In an effort
to restore and maintain best practices in
collection development activities and address
critical gaps in the collection (child development,
digital media technology, healthcare, and
science), it was proposed that the budgets be
restored to their previous levels. These budgets
have not been restored and remain well below
recommended best practices per FTES and peer
community college library averages (for example,
the struggling Lake Tahoe Community College
library, with a comparable Fall quarter 2014
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enrollment of 531 FTES, maintains a budget of
$20,000 print books); however, with regard to
progress, funding from the instructional
equipment, library material and technology block
grant was generously allocated by the Office of
Instruction to begin addressing the critical gaps
and shortfalls in the collection, making up for a
significant portion of the cumulative loss
mentioned above. This funding helped improve
collections in healthcare, equine and art books.
Restoration of the library book budget to prior
levels with appropriate measures to account for
the usual economic factors (price increases) is
recommended in order to sustain the college’s
efficacy and relevance as a place of higher
learning.
Connection to results from assessment of
student learning and/or other plans:
The library serves an essential role for all
academic programs by providing access to
information technology and holdings in print
and electronic books, periodicals and non-print
media. As such, there is a direct connection to
the Education Plan and the Strategic Plan.
Resources/Budget Used:
Unrestricted General Fund
Objective 2:
To provide essential library services and
make the facility available to students,
faculty and staff all year long by addressing
the eminent need for additional classified
hourly temporary funds to cover the Senior
Library Assistant for accrued vacation time
and needed sick time. This is perhaps the
most eminent need for the library and will
allow the staff and faculty to provide
uninterrupted service to the students and the
college.
Summary of Progress:
The Senior Library Assistant, in service to the
college, historically utilized a combination of
comp time and sick time for health-related issues
and has delayed use of some vacation time in
order to maintain library operations in times of
need. It is anticipated she will utilize earned
vacation time and sick time through the
remainder of this year, requiring an additional
434 hours of Classified Hourly Temp. time to
maintain existing library coverage and services.
Progress in this area was handled through the
utilization of college funds to bridge the gaps in
staffing during times with the Senior Library
Assistant was out on leave. The Library Director
also covered additional shifts as needed.
Connection to results from assessment of
student learning and/or other plans:
Education Plan, Strategic Plan “Direction II,”
Goals 2.1, 2.2, and 2.3.
Resources/Budget Used:
Unrestricted General Fund.
257
Objective 3:
To conclude the installation of all Group 2
library equipment that was identified as part
of the library construction project.
Summary of Progress:
Equipment and construction projects identified
for installation completion on the last APR
included the noise masking system, study room
smart board projectors and flat screen monitor,
study room computers, patron access catalog
workstation, network card for the photocopy
machine, book carts, book drop, processing
room workspace and the storage cabinetry.
Progress made on this objective included:
installation of the noise masking system in the
library computer lab, installation of the study
room smart board projectors and flat screen
monitor, and installation of the study room
computers.
Items remaining to be completed on this project
include: the patron access catalog workstation,
network card for the photocopy machine,
installation of the sound masking system for the
main library area, acquisition or construction of
the book carts and book drop, and acquisition or
construction of the processing room workspace
and the storage cabinetry.
Connection to results from assessment of
student learning and/or other plans:
Education Plan, Strategic Plan “Direction II,”
Goals 2.1, 2.2 and 2.3.
Resources/Budget Used:
Capital Outlay funds provided by the State of
California (Group 2 equipment funds).
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1:
To provide quality instructional support for
the academic programs offered by the
college, including the restoration of essential
collection development activities to address
basic research needs of students and faculty.
Action Plan (include who is responsible):
The library will continue to fulfill its function as
the primary source of scholarly academic library
resources and services for instructional support
(accreditation standard IIB). The 2011 budget
reductions mentioned above in Objective 1:
Assessment of Past Progress, have not been
restored, making it difficult to maintain relevant
and useful library book and media collections
(for example, across the collection of 25,000
print books, approximately 18,000 are over 20
years old, compromising student learning in
most areas of study). As the primary source of
258
scholarly academic library resources and services
for instructional support, and with the addition
of a new four-year degree, access to relevant
collections is critical in maintaining academic
quality. The library collections benefited greatly
from the instructional equipment, library
material and technology block grant allocation
generously provided by the Office of
Instruction. A similar allocation this year would
help with continued restoration of the library
collections in key areas of need. Restoration of
the library book budget to prior levels (see
Objective 1: Past Year’s Progress) with
appropriate measures to account for the usual
economic factors (price increases) is also
recommended in order to sustain the college’s
efficacy and relevance as a place of higher
learning.
Persons responsible: Darryl Swarm, Library
Director; Dr. Derek Lerch, Chief Instructional
Officer.
Connection to results from assessment of
student learning and/or other plans:
Education Plan, Strategic Plan “Direction II,”
Goals 2.1, 2.2 and 2.3.
Unbudgeted Resources Needed:
To restore the collection development resources
to previous (2010-2011) levels, adjustment of an
additional $3,000 for books, $1,000 for non-print
media, and $2,500 for periodical subscriptions is
needed above and beyond the current budget
allocations in these areas each year ($6,500 total).
This is not a request to address the average cost
increases for these resources, but to simply
restore funds to previous levels so the library can
maintain the basic relevance and usefulness of
the collection according to peer comparison data
and collection development guidelines.
Objective 2:
To maintain essential library services and
make the facility available to students,
faculty and staff all year long while
accommodating emerging trends in library
and technology needs.
Summary of Progress:
Library book and non-print media circulation
statistics, gate and desk traffic, textbook reserves,
research requests and computer lab use has
increased 600-800% over the last three years. To
help accommodate this increase in library use,
student work-study allocations were increased
through the generous support of the Office of
Student Services, greatly improving our ability to
serve the needs of our library patrons.
Additionally, the Office of Student Services
worked with the library to provide an Academic
259
Support Specialist for in-house point of service
in the computer lab during peak hours (assisting
patrons with time-intensive student servicesrelated technology needs).
Similar allocations in both of these areas would
enable the library to continue meeting the
increased demand for library resources and
services while also providing a broader range of
timely academic support to enhance student
success.
Connection to results from assessment of
student learning and/or other plans:
Education Plan, Strategic Plan “Direction II,”
Goals 2.1, 2.2, and 2.3.
Resources/Budget Used:
Unrestricted General Fund and student success
initiatives pursued in collaboration with the
Office of Student Services.
Objective 3:
To conclude the installation of all Group 2
library equipment that was identified as part
of the library construction project.
Action Plan (include who is responsible):
Equipment and construction projects identified
for installation completion on the last APR
included the noise masking system, study room
smart board projectors and flat screen monitor,
study room computers, patron access catalog
workstation, network card for the photocopy
machine, book carts, book drop, processing
room workspace and the storage cabinetry.
Progress made on this objective included:
installation of the noise masking system in the
library computer lab, installation of the study
room smart board projectors and flat screen
monitor, and installation of the study room
computers.
Items remaining to be completed on this project
include: the patron access catalog workstation,
network card for the photocopy machine,
installation of the sound masking system for the
main library area, acquisition or construction of
the book carts and book drop, and acquisition or
construction of the processing room workspace
and the storage cabinetry.
Persons responsible: Darryl Swarm, Library
Director; Nick Boyd, Director of Facilities; Jim
Scoubs, Chief Financial Officer; and Dr. Derek
Lerch, Chief Instructional Officer.
Unbudgeted Resources Needed:
The remaining allocated Capital Outlay funds
provided by the State are anticipated to cover the
costs associated with the final equipment
acquisitions.
Connection to results from assessment of
student learning and/or other plans:
Education Plan, Strategic Plan “Direction II,”
Goals 2.1, 2.2 and 2.3.
260
Objective 4:
To assess and streamline operational
procedures and promote innovation in
providing library resources and services
through staff development, technologytraining initiatives, assessment, digital
media projects and interface design.
Action Plan (include who is responsible):
In order to address staffing demands from
marked increases in library traffic and keep pace
with emerging trends in academic library
services, an environmental scan and assessment
of library operations will be conducted to
enhance workflow efficiencies. An asynchronous
priority assessment system and on-demand
meeting schedule will promote innovation
without the usual shift coverage issues that
would arise with routine staff meetings.
Additionally, to enhance student engagement in
developing foundational information literacy
skills according to ACRL guidelines, the library
staff will explore ways to promote discovery
initiatives through the use of emerging
technologies. Objectives include 1) developing a
college-wide library presence and library staff
collaboration tool on SharePoint, exploring ideas
for thoughtful cross-platform interface design; 2)
enhancing assessment activities and feedback by
developing and deploying instruments through
SurveyMonkey; 3) establishing a library presence
and pushing content through established social
media platforms (Facebook, Twitter, LinkedIn,
etc.); and 4) developing digital media tutorials on
the use of library resources and services through
annotated digital presentations, screencasting
with voiceover, and subject guides using
TechSmith Jing, Snagit, Camtasia, and LibGuides
respectively based on available technology, funds
and budget adjustments.
Progress made on this objective include: 1)
Continued development of library subject guides
in the areas of Equine Studies, Healthcare and
Business; and 2) Regular updates to support
social media initiatives.
Person responsible: Darryl Swarm, Library
Director
Connection to results from assessment of
student learning and/or other plans:
Education Plan, Strategic Plan “Direction II,”
Goals 2.1, 2.2 and 2.3.
Unbudgeted Resources Needed:
Initial design and development will utilize free
versions of social media platforms, online survey
tools, and presentation/screencasting platforms.
Implementation the following year would require
annual budget allocation for applications and
subscriptions.
261
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2015-16)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Objective 1:
To provide quality instructional support for
the academic programs offered by the
college (including the emerging needs of the
new four-year program in Ranch
Management and Equine Studies) by
engaging in focused collection development
activities to address the research needs of
students and faculty.
Action Plan (include who is responsible):
The library will strive to fulfill its function as the
primary source of scholarly academic library
resources and services for instructional support.
Library collection development budgets were
reduced by a total of $6,500 in FY 2011 and
have not yet been restored. As book, non-print
media and periodical subscription costs rise at a
rate of approximately 10% each year, restoration
of this budget is needed in order to sustain best
practices in collection development. The library
collections benefited greatly from the
instructional equipment, library material and
technology block grant allocation generously
provided by the Office of Instruction last year. A
similar allocation this year would help with
continued restoration of the library collections in
key areas of need. Restoration of the library
book budget to prior levels with appropriate
measures to account for the usual economic
factors (price increases) is also recommended in
order to sustain the college’s efficacy and
relevance as a place of higher learning.
Person responsible: Darryl Swarm, Library
Director. Derek Lerch, Chief Instructional
Officer.
Connection to results from assessment of
student learning and/or other plans:
Education Plan, Strategic Plan “Direction II,”
Goals 2.1, 2.2 and 2.3.
Resources/Budget Needed:
To restore the collection development funding
to previous (2010-2011) levels, adjustment of an
additional $3,000 for books, $1,000 for non-print
media, and $2,500 for periodical subscriptions is
needed above and beyond the current budget
allocations in these areas each year. Additionally,
to continue making up for collection deficiencies
realized by the cumulative losses in the collection
development budget, and to address emerging
needs for the new four-year program in Ranch
Management and Equine Studies, a generous
allocation of instructional equipment library
materials funds similar to last year would be very
helpful and highly recommended.
.
262
Objective 2:
Analysis and redesign of the library website
to allow for more intuitive discovery of
information, including initial conversion and
automation of serials records updates to
allow users to search for specific electronic
journal titles within the collection.
Action Plan (include who is responsible):
Perform a user interface design analysis on the
existing library website including use of peer
comparison data and patron focus groups.
Update library system to LS2Circ and plan for
configuration of electronic resource management
and link resolvers in the library catalog. This will
allow for search and discovery of all available
print and online journal titles, merging and
updating records using Serials Solutions, EBSCO
ERM, Gold Rush Electronic Resource
Management and Discover in conjunction with
LS2PAC Library Serial products and services.
Connection to results from assessment of
student learning and/or other plans:
Education Plan, Strategic Plan “Direction II,”
Goals 2.1, 2.2 and 2.3.
Resources/Budget Needed:
Initial library catalog upgrades to LS2Circ are
now available at a one-time cost of $600.00 with
no annual feel. If needed, of the top three
electronic resource management tools, Gold
Rush ERM is by far the most inexpensive
solution at $2,000/year (Serials Solutions is
about $9,500/year and EBSCO ERM is about
half that amount, but advantages of using these
solutions do not justify the cost for our library).
Person responsible: Darryl Swarm, Library
Director; and Nick Boyd, Director of
IT/Facilities.
Objective 3:
Explore options for creating an additional
library group study/conference room area to
accommodate for increasing demand from
both faculty and students. Also, the addition
of a library instruction classroom through
the use of a simple, movable partition wall
between computer lab area and the study
rooms.
Action Plan (include who is responsible):
Based on library design standards for FRC’s
FTES and in-house time scan group study room
use studies, there is a need for additional group
study/conference room space in the library.
There are several moderate-cost possibilities for
making minor interior alterations to
accommodate such a space within the existing
building plan while addressing other library
space needs. Refinements to the library room
reservation policy would ensure priority for
larger study groups and conference that require
larger spaces and audio/video conferencing
features. Also, the addition of a library classroom
through the use of a configurable partition
between the computer lab area and the study
rooms using the existing round study tables for
collaborative information literacy instruction and
group learning.
263
Connection to results from assessment of
student learning and/or other plans:
Education Plan, Strategic Plan “Direction II,”
Goals 2.1, 2.2 and 2.3.
Resources/Budget Needed:
Interior partitions and other modifications for
preparing and equipping another group
study/conference room are estimated at less
than $7,500 for construction and less than
$1,800 for furniture/instructional equipment.
The library instruction classroom would require
installation of an easily configurable folding wall
with access doors and a computer/projector.
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need, (i.e. your computer is broken) contact the
appropriate committee or administrator.
Need:
Restore book, nonprint Media &
periodical subscription
budget to 2010-2011
levels
Library catalog
upgrade to LS2Circ
and implement
electronic resource
management and
discovery
Additional library
group
study/conference
space
Resource Type
Collection
Development
Resources
IT
Facilities
Rationale (include connection to other plans):
See 2015-2016 objective 1
See 2015-2016 objective 2
See 2015-2016 objective 3
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SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on data provided:
88. Describe the current status of the Program/Depart/Service Area.
Library traffic has increased noticeably. Desk staff is often constantly engaged with patrons and all
30 computer workstations filled to capacity at peak times during the day.
89. Explain significant issues and/or changes that have occurred since the last comprehensive review.
When the library director is required to cover the desk during staff absences, there are reduced
opportunities to engage in faculty governance activities, library information literacy instruction,
collection development activities, or administrative duties. During times when is staff out on sick
leave, vacation, and engaged in classified activities, library administrative hours often start before
8am and extend well into the evening up until 9pm. The increased help desk traffic, computer use
and library use is likely a result of providing a useful environment for academic pursuits and
indicates a positive outcome for service to the college.
90. Briefly explain significant changes expected during the upcoming year.
It is expected that the remainder of the library equipment will be installed, that the cabinets, work
area and shelving in the library processing area will be constructed, and that the library book trucks,
library book drop cart, and library pedestrian barrier planters will be built and/or modified to match
existing furniture. The addition of four counter-height stand-up workstations in the computer lab, a
reference podium computer near the help desk pillar, and networking of the library computer lab
photocopy/print machine will greatly benefit student learning and library staff productivity.
APPENDIX
Attach supporting documents as appropriate. Please see Instructions for examples of supporting
documents per Management Area.
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ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: BIOLOGY/ANATOMY
NAME OF PERSON SUBMITTING THIS REVIEW: Anna Thompson
DATE OF SUBMISSION: 10-30-2015
MANAGEMENT AREA (check one):
Administrative Services
X Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Biology TMC
Whenever the Biology TMC becomes finalized I
will start working on developing this degree. Every
course that could be aligned with C-ID so far has
been revised.
Summary of Progress:
The Biology TMC became finalized in late October
2014. However I have not even started the paperwork
for two reasons:
1) FRC has not consistently be able to offer the
1 year of Physics required for the Biology
TMC. Without one year of physics the
students cannot complete a TMC.
2) However, the main reason is that I simply
have not had the time. I will address this in
more detail below in Objective 1, but as the
department has grown, the demands on my
time are starting to exceed what I can
accomplish.
Objective 2:
Summary of Progress:
Objective 2: One-time Funding
Cadaver for Anatomy Labs
This has actually been fully accomplished and Jim
Cross and Michelle Fulton are starting to dissect the
cadaver and use it in their anatomy courses! 
With the one-time funding the biology department
has an opportunity for purchasing a cadaver for
anatomy labs. Jim Cross is in the process of
researching this. A cadaver can be purchased from
UC Davis for 5 years for about $2500. One-time
costs would include a storage casket, a dissection
table, minor renovation of Sci 107 for ventilation
as well as the need for secure, ventilated and
temperature controlled storage plus gurney.
(preliminary estimate $4000-$5000 for
refrigeration unit plus money for materials and
labor for protective shed and about 5 foot extension
of cement pad behind Sci 107).
266
Horse Skeleton to share between Equine
program and Biology (and probably Physical
Anthropology)
With the one-time funding it would be a wonderful
opportunity to purchase a full horse skeleton. This
skeleton could and would be used by a variety of
classes (Animal Biology, Concepts of Biology,
Physical Anthropology and Equine Classes). A full
skeleton is a great tool to demonstrate the
underlying structure for a running animal like a
horse. It can be used for biomechanics of gaits and
riding, evolutionary comparison of skeleton
evolution in different animals (we already own a
chimp, gibbon, cat and several human skeletons).
Russell Reid said it would be a ‘dream come true’.
I know I would use it every year for several labs. It
is expensive, but it would last literally forever!
A full horse skeleton can be purchased for around
$8000 plus tax and shipping.
Objective 3:
BIOL 112, Human Physiology is going to be part
of the Kinesiology TMC and its C-ID has already
been finalized. It is clear that with the TMC, the
requirement for lab is that labs should be over 80%
directly hands-on. However, at FRC, the main
instructor, Jim Cross has been moving away from
direct hands-on labs and has been using a computer
simulation laboratory program instead.
Next spring, Jim Cross will start converting to a
higher percentage of hands-on labs with the goal of
full implementation of the 80% hands-on labs by
Spring 2015. This spring Jim Cross and I will make
a plan as to equipment that needs to be purchased
and to figure out by how much the LAS Anatomy
budget will need to be increased for annual
supplies and consumables. Asking for $2000.
Objective 4:
Hiring another Full-time Biology Instructor for
Anatomy/Physiology and Biology 100
Currently student success in biology is comparable
with FRC as a whole: 83% of biology students pass
the course with a C or above vs. 84 % for FRC as a
whole (2014). 17 % of biology students have a D
or lower versus 16 % for FRC as a whole (2014).
This indicates that currently the biology program is
working just fine. However, the loss of instructor
This was not funded.
Summary of Progress:
The physiology labs were adequately funded.
Summary of Progress:
No progress.
267
Dan Smith at the end of Spring 2013 illustrates
how vulnerable the program is: We were extremely
lucky that Michelle Petroelje was both qualified
and available, because there were no other
qualified applicants to fill that position.
The 2013 survey for faculty positions ranked
Biology in 3rd place behind Agriculture and
Anthropology. I feel that this has at least put this
issue on the radar of the wider campus community.
Average 3-year FTSE has remained about the same
for Biology (3 year FTSE average = 89.95 for
2011-2013 vs. 88.4 for 2012-2014).
Human Anatomy and Physiology accounts for a 3year average of 19.86 FTSE (2012-2014; 3 regular
semester and summer, 2 sections of Physiology
(regular semester and summer) alone. The
Instructor load for Anatomy and Physiology alone
is nearly one full-time faculty (5 sections with lab,
28.5 units equated load though this includes
summer courses which are not necessarily part of a
full-time instructor’s load).
The average 3-year FTSE for ISP Biology is 6.4
(2012-2014) which is also currently a summer
course, but which is either staffed by overload
and/or associate faculty.
The only full-time faculty currently in biology
usually carries a substantial overload to
accommodate large sections of on-campus BIOL
100, Animal Behavior (BIOL 164), as well as
summer and ISP BIOL 100.
Objective 5:
Start planning a wet-lab expansion of Science
107
This is an issue that depends on many variables:
This is a planning issue should the program grow
significantly more in the future. Growth in the
department will probably also be tied to the success
of the TMC's, whether or not another full-time
faculty will be hired in biology and possibly the
future curriculum direction in the agriculture and
anthropology programs. For example, it would
probably become an immediate issue should be
hire a full-time faculty with a teaching emphasis in
physical anthropology that might need the Sci 107
lab space.
Summary of Progress:
No progress.
268
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.)
Will your allocated resources be sufficient given your objectives?
Objective 1:
Hiring another Full-time Biology Instructor for
Anatomy/Physiology and Biology 100
Start planning a wet-lab expansion of Science
107
Action Plan (include who is responsible):
I have brought up this issue in my APR since
2010. Though Biology was ranked third in the
2013 survey of faculty this college needs, it has
never been seriously discussed for several reasons:
- Funding
- Other (more pressing) hiring needs
See below for discussion. As for an action plan, I
have almost no hope that another full-time faculty
in biology will become a reality even in the next
few years due to other hiring needs.
However, I am very concerned that with the
additional biology needs of the new students in
the 4-year degree that
Objective 2:
Restore some of the travel budget to Anatomy
and Physiology
Action Plan (include who is responsible):
$400 will be requested by Anna Thompson to the
Budget Committee.
When the cadaver was bought the travel budget
was eliminated as most field trip travel was to the
cadaver lab at UNR. However, both faculty in
anatomy and physiology (Cross, Petroelje) would
like to be able to add some other field trips or
possibly still visit UNR as the students get to
experience so much more than the cadavers with a
visit to a university department.
Objective 3:
Action Plan (include who is responsible):
Horse Skeleton to share between Equine
program and Biology (and probably Physical
Anthropology)
Anna Thompson will work with Derek Lerch and
Russell Reid to see if there is lottery funding available
to purchase this.
With the one-time funding it would be a wonderful
opportunity to purchase a full horse skeleton. This
skeleton could and would be used by a variety of
classes (Animal Biology, Concepts of Biology,
Physical Anthropology and Equine Classes). A full
skeleton is a great tool to demonstrate the
underlying structure for a running animal like a
269
horse. It can be used for biomechanics of gaits and
riding, evolutionary comparison of skeleton
evolution in different animals (we already own a
chimp, gibbon, cat and several human skeletons).
Russell Reid said it would be a ‘dream come true’.
I know I would use it every year for several labs. It
is expensive, but it would last literally forever!
A full horse skeleton can be purchased for around
$8000 plus tax and shipping.
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
Action Plan (include who is responsible):
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
Objective 2:
Action Plan (include who is responsible):
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
$400 restoration in
anatomy/physiology budget
Around $8000 for one-time
purchase of a full horse skeleton
Resource Type
Money for
Anatomy/Physiology field
trip travel
One-time funds
Rationale
(include connection to other plans)
See current year objective 2
See current year objective 3
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SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
91. Describe the current status of the Program/Depart/Service Area.
The current status of the program remains very much the same as last year:
The program has grown significantly over the last 12 years (since I started at FRC) especially in the area of
Human Anatomy (BIOL 110) and non-majors biology (BIOL 100). Average FTSE for the past three years
remains high and appears to be stable over the past 6 years. The program has also added more sections over
time. Since 2010 I have analyzed various statistics for the APR that all strongly support the fact that the
program has grown substantially and that its enrollment and success remains high. As I do not feel
that the program has substantially changed in the past year I am not going to analyze the data again in
detail. However here is a table with the sections taught in the Life Sciences since 2010:
Year
2010
2011
2012
2013
2014
Sections taught
22
16
19
21
25
While looking at this data it is
important to remember that in
biology almost every course section
includes both a lecture and a lab,
which means that this in effect
almost doubles the teaching load
(one or two biology courses do not
have a lab and labs are equated at .9
teaching load).
Since 2005, the program has been at a level where it could
easily support an additional faculty member to cover 5 courses of Human Anatomy and/or Physiology each
academic year and some of the four large sections of BIOL 100 (non-majors biology) during the regular
academic year and the section of Summer Biology 100 and the two sections of ISP BIOL 100. In the last
five years we have scraped by to maintain quality and increase quantity in biology. For example, and despite
an increasing number of students and sections and a relatively large number of sections taught by PT
faculty, the biology department has an average Student Success rate (students receiving grade C or better) of
around 78% which compares favorably with the FRC-wide Student Success rate which was around 80 %
over the past five years. However, there are two additional factors that potentially increase the urgency to
consider hiring a second full-time faculty in biology.
1. The proposed four-year degree with its biology requirements (which are absolutely necessary and
appropriate) will put additional students in biology courses and possibly require opening additional
sections especially for majors-level courses. Currently we have neither the faculty nor the space to
accommodate additional sections.
2. The wet lab, Science 107, is becoming inadequate for the number of sections that need that specific
space. Future growth would either mean re-structuring the schedule to accommodate labs during the
morning, moving certain courses such as ANTH and ENVR courses and their equipment to another
class-room or to build a second wet-lab space (possibly in conjunction with the Agriculture
department) or a combination of these options. With the potential increase in impact of the four-year
degree on biology, this could become a real issue in the very near future.
3. I, (Anna Thompson) as the full-time faculty of the biology program feel absolutely maxed out. I
consider myself a capable and conscientious instructor and faculty member and I strive to meet
deadlines and strive to provide quality work in both teaching and my service to the college. Yet, I
can’t keep up (see 2 examples on next page)
- For example, I have not had time to work on the Biology TMC for an entire year. I am behind on
my SLOACS for my upcoming comprehensive program reviews. I can’t see how I will have time
271
-
for the Biology TMC with the Biology CPR and Union Negotiations coming up in Spring 2016.
Last spring I didn’t have time for the TMC because I had to extensively revise the lecture
curriculum for the ISP Biology course which is now for the first time fully aligned with the oncampus course.
The Biology Department now has a cadaver for anatomy and physiology courses. However, I am
deeply grateful to Jim Cross who did almost all of the research and leg-work to make this happen. It
would have been incredibly difficult for me to have found the time to do this; yet the department
and FRC relied on the volunteer effort of one of the part-time faculty to get this done, which should
have realistically been my job.
Professionally, after teaching at FRC for 12 years, I have been and continue to feel effectively shut-out by
my teaching load and administrative responsibilities from pursuing leadership opportunities such as being
division chair. I know that I can technically trade teaching time for leadership opportunities, but there are
not enough part-time faculty to take over enough of my load. And, as already I do not have enough time for
my administrative responsibilities, taking on a leadership role on top of what I already do is not realistic. As
I am seriously contemplating pursuing a leadership opportunity that I would enjoy, that would help me grow
professionally and that I have over the years worked hard to possibly take over, I very much worry about the
impact on the program and my personal life if there is no relief in teaching and administrative duties. In
summary, the need for an additional full-time faculty has been demonstrated for over 5 years and is possibly
more urgent than ever as the program will probably grow further with the addition of the four-year degree.
Explain significant issues and/or changes that have occurred since the last comprehensive review.
As mentioned above, there have been no significant changes other than that the program is slowly growing a
little more every year and with that the program is getting closer to the point where it cannot accommodate
the needs of both students and administrative needs in full. A second full-time faculty would significantly
reduce this pressure on the program.
Briefly explain significant changes expected during the upcoming year.
I (Anna Thompson, as the only full-time faculty in the program) am contemplating pursuing a leadership
opportunity that would diminish my ability to teach as large an overload as I have been. However, there are
currently not enough part-time faculty in the program to take over enough of the load. Furthermore, there
will almost certainly be increased demands for biology courses especially in the majors-area from the new
four-year degree students. As it is as of yet unclear how big the first cohort of four-year students will be, it
will remain to be seen if the biology program as it currently stands will be able to accommodate all students
or not.
APPENDIX
Attach supporting documents as appropriate.
272
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA:
PHYSICAL SCIENCE/MATH-PHYSICS
NAME OF PERSON SUBMITTING THIS REVIEW: Michael N. Bagley
DATE OF SUBMISSION: October 29, 2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Summary of Progress:
Develop AS-T math degree.
An AS-T degree in mathematics has been
developed and vetted by the Council on
Instruction. It is over half-way through the local
FRC curriculum review process.
Objective 2:
Summary of Progress:
Develop local math degree.
A local math degree proposal is complete, except
for a local math degree rationale. Beginning
discussion has taken place at the local FRC
curriculum review process.
Objective 3:
Summary of Progress:
Re-establish articulation with California State
University Chico for Math 150, math for
teachers, in Liberal Studies program.
Research has been completed on current
curriculum content and C-ID standards for Math
150 course. It was updated to meet C-ID
standards and has been included in the updated
Liberal Studies degree program.
273
Objective 4:
Summary of Progress:
Update course outlines for Math 16 and Math 18
per regular 5 year time-line.
Course outlines have been updated and
approved by the local FRC curriculum
committee process.
Objective 5:
Develop and offer a fully-online college algebra
course with new videos, course notes, and better
student activity guide.
Summary of Progress:
Course has been fully developed, including
digital course notes, topic videos, and student
planning course guides. It was offered in the
summer of 2015, and is currently being offered
in the fall of 2015. Demand for the class has
been strong.
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1:
Guide the completion process of both local and
transfer math degrees.
Action Plan (include who is responsible):
Monitor and track C-ID approval for all math
courses. Re-submit course for differential
equations for approval of C-ID acceptance.
Work closely with the Office of Instruction to
complete any necessary follow-up work from
Chancellor’s Office.
Primary responsibility: Michael N. Bagley
Objective 2:
Update course outlines for Math 108 per regular
5 year time-line.
Action Plan (include who is responsible):
Michael Bagley is responsible for completing and
submitting update to curriculum.
Objective 3:
Complete assessment of course-level student
learning outcomes for Math 150, Math 222, and
Math 224.
Action Plan (include who is responsible):
Direct and indirect assessment techniques will be
conducted on two or more SLOs in each of the
classes and will be submitted to the Office of
Instruction prior to end of 2015-2016 academic
year.
Primary responsibility: Michael Bagley
274
Objective 4:
Continue professional development and
coordination of all math faculty.
Action Plan (include who is responsible):
Michael Bagley is responsible for this objective.
Action plan includes communication with each
math associate faculty once or more per
semester to review math schedule, discuss
curriculum issues.
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Note: criteria used in the prioritization of requests include the overall financial impact of the request,
whether or not the request represents an uncontrollable increase, the request’s impact on safety, the
request’s impact on student attraction, the request’s impact on student success and retention, the
request’s impact on student learning, the request’s impact on improving employee effectiveness, and the
feasibility of the request.
Objective 1:
To prepare and oversee students that compete in
the Student Mathematics League of the
American Mathematics Association of Two Year
Colleges (AMATYC).
Action Plan (include who is responsible):
Volunteer problem-solving tutoring sessions and
trainings will provided throughout the year.
Paperwork for the AMATYC and FRC will be
completed as necessary.
Primary responsibility: Michael Bagley
Connection to results from assessment of
student learning and/or other plans:
Resources/Budget Needed:
Time / $0
Education Plan and Strategic Plan fit this
objective, where student success opportunities fit
the college’s mission statement.
Objective 2:
Hold math faculty off-site planning and
development meeting.
Action Plan (include who is responsible):
Michael Bagley will plan and set up meeting with
all math instructors.
Connection to results from assessment of
Resources/Budget Needed:
student learning and/or other plans:
Time / $0
Education Plan and Strategic Plan fit this
objective, where student success opportunities fit
the college’s mission statement
275
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
Need:
Resource Type
Rationale ( include connection to other plans):
NA
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
92. Describe the current status of the Program/Depart/Service Area.
The math subcomponent of the physical science program is meeting student needs fairly well at the
college. Student numbers have slowly been increasing, but mainly consistent. The number of
sections for classes has also been stable.
93. Explain significant issues and/or changes that have occurred since the last comprehensive review.
The increased demand for higher-level math is the primary significant change since the last
comprehensive program review. Following this demand, new classes and new degrees have been
developed.
Increased student enrollment in both on-campus and ISP math classes has increased the need for
printer ink for course-related print outs.
94. Briefly explain significant changes expected during the upcoming year.
It is not anticipated that any significant changes are on the horizon for the math department this
upcoming year.
APPENDIX
Attach supporting documents as appropriate.
276
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: OUTDOOR RECREATION
LEADERSHIP
NAME OF PERSON SUBMITTING THIS REVIEW: Stock, DeRuiter, Flett
DATE OF SUBMISSION: 10/20/2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives: 2014/ 15
Objective 1:
Employ ORL instructional assistant in a manner
consistent with sustainability
Summary of Progress:
Continued advocacy at the program level and
budget meetings. Request totals an annual increase
of 174 hours for the instructional assistant in ORL
(5th year this has been requested). Increasingly
important given the new climbing wall facility and
budget.
Objective 2:
ORL Facilities ideals
Summary of Progress:
The “Big Move” has made its way through
administrative and Shared Governance process.
Remaining contingencies are exactly when the
move occurs and how big the climbing wall will be.
Objective 3:
Follow through with Families of Courses
concept as a result of Student Success Task
Force Recommendation
Summary of Progress:
Four families of courses have been approved and
implemented and students are utilizing them.
Objective 4:
Retire worn out sleeping bags and sleeping pads
Summary of Progress:
Lottery funds have allowed for the purchasing of
replacement equipment. (5 sleeping bags, 5 tents,
and 5 sleeping pads)
CURRENT YEAR PROGRESS AND OBJECTIVES – 2015-16
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.)
Will your allocated resources be sufficient given your objectives?
277
Objective 1:
Employ ORL Program Assistant in a manner
conducive to position sustainability, i.e. benefits.
An additional four hours / week will allow ORL
program to staff courses in a manner consistent
with industry standards, increasing safety for
students and reducing exposure to liability for
the college. Increase recruiting and outreach.
Action Plan (include who is responsible):
Continued advocacy at the program level and
budget meetings. Request totals an annual increase
of 174 hours for the instructional assistant in ORL
(5th year this has been requested). Increasingly
important given the new climbing wall facility and
budget. (Stock)
Objective 2:
Move ORL Program into Vocational Technical
Building
Action Plan (include who is responsible):
The “Big Move” has made its way through
administrative and Shared Governance process.
Remaining contingencies are exactly when the
move occurs and how big the climbing wall will be.
(Stock)
Objective 3:
Build the College and Community Climbing
Wall
Action Plan (include who is responsible):
Go to bid before the end of 2015 calendar year.
Complete construction by June 30, 2016. Move
into new facility by late August, 2016. Secure
balance of funding through college sources. (Stock,
Trutna, Boyd, Cline)
Objective 4:
Continue to utilize families of courses to address
Chancellor’s Office repeatability restrictions
Action Plan (include who is responsible):
Continue to offer courses concurrently. (ORL
staff)
Objective 5:
Build ORL Foundation Accounts through
variety of sources
Action Plan (include who is responsible):
Continue to deliver popular programs such as
Backcountry Film Fest and Gear Sale. Create Bike
Barn Foundation Account. (ORL staff)
Objective 6:
Continue to enhance program recruiting.
Action Plan (include who is responsible):
The new facility, including the climbing wall, is
expected to enhance recruiting and retention in
demonstrable ways. We have $65,000 for the
climbing wall from the ORL Foundation account,
private contributions and grants. We hope the
college contributes $56,000. (Trutna)
Objective 7:
Formalize community partnerships related to
Community Climbing Wall.
Action Plan (include who is responsible):
Host a meeting in Spring 2016 for all interested
community partners culminating in a climbing wall
training September 2016. (Stock)
278
Objective 8:
Explore opportunities to make Professional
Development course more efficient
Action Plan (include who is responsible):
Objective accomplished. ENVR and ORL 280 are
cross-listed and will be taught concurrently Fall
2015. (DeRuiter, Stock)
Objective 9:
Maintain faculty credentials required to offer
certification courses
Action Plan (include who is responsible):
Course locations and dates are TBD. Climbing
Wall Administrators conference, Avalanche
recertification, etc. (Stock, Flett)
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Objective 1:
Employ ORL Program Assistant in a manner
conducive to position sustainability, i.e. benefits.
An additional four hours / week will allow ORL
program to staff courses in a manner consistent
with industry standards, increasing safety for
students and reducing exposure to liability for
the college. Increase recruiting and outreach
and assist with additional staff needs related to
climbing wall.
Connection to results from assessment of
student learning and/or other plans:
Budget. ORL Comprehensive Program Review.
ORL Risk Management Plan.
Action Plan (include who is responsible):
Work with Human Resources office to identify cost
and find funding to increase hours of position to
half time. Request totals an annual increase of 174
hours for the instructional assistant in ORL (5th
year this has been requested). Increasingly
important given the new climbing wall facility and
budget. (Stock)
Objective 2:
Complete the Big Move.
Action Plan (include who is responsible):
Put the climbing wall out to bid before the end of
2015 calendar year. Work with Nick Boyd to create
appropriate classroom, office, Bike Barn, and
storage space. Complete construction by June 30,
2016. Move into new facility by late August, 2016.
Secure balance of funding through college sources.
(Stock, Trutna, Boyd, Cline)
Resources/Budget Needed:
For climbing wall, we have $65,000 in the ORL
Foundation account, private contributions and
grants. We hope the college contributes $56,000.
Other Big Move resources come through the
Facilities budget.
Connection to results from assessment of
student learning and/or other plans:
Past ORL APRs. FRC Facilities Management
Plan.
Resources/Budget Needed:
Additional hours for ORL Program Assistant.
279
Objective 3:
Increase Community Education and
Community Service Learning offerings
Action Plan (include who is responsible):
Make climbing wall accessible to community
partners. (Stock)
Connection to results from assessment of
student learning and/or other plans:
New objective
Resources/Budget Needed:
Staff time and Adult Education Block Grant
Objective 4:
Maintain faculty credentials required to offer
certification courses
Action Plan (include who is responsible):
Attend conferences and workshops as needed (all
ORL staff)
Connection to results from assessment of
student learning and/or other plans:
ORL Risk Management Plan
Resources/Budget Needed:
$2000
Objective 5:
Continue to enhance program recruiting.
Action Plan (include who is responsible):
The new facility, including the climbing wall, is
expected to enhance recruiting and retention in
demonstrable ways.
Resources/Budget Needed:
Already articulated.
Connection to results from assessment of
student learning and/or other plans:
Past APRs
Objective 6:
Improve cross-country ski fleet
Connection to results from assessment of
student learning and/or other plans:
New objective
Action Plan (include who is responsible):
Utilize Instructional Supply budget to replace aging
and dated fleet. (ORL Staff)
Resources/Budget Needed:
$2400
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request below. This section is for a future need
(next fiscal year). If you have an immediate need (e.g. your computer is broken), contact the appropriate
committee or administrator.
Need
Non-Instructional Equipment
and Supplies Related to New
Facility
Resource Type
Equipment and Supplies
Rationale
(include connection to other plans)
Outfit new facility including shelving,
furniture, photocopier, computer and
software, displays, etc. See next year
Objective 2.
280
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
95. Describe the current status of the Program/Depart/Service Area.
Upon examination of DataMart results, it’s clear that our program produces steady FTES. Since 2012,
the range of FTES was 76 to 81. The program relies heavily on FTES enrolled in Instructional Service
Agreements. Approximately 60% of our enrollment comes through these ISAs.
Graduation rates appear to be on a 2-year cycle, where a spike occurs every other year between 10 and
12 graduates, followed by 3 to 5 graduates the next year. We’re struggling to find an explanation for
this pattern, and will continue to monitor it. In part, each group is unique and has individuals with
unique goals, sometimes unrelated to graduation. We will encourage students to pursue their academic
goals, and hopefully will continue to see more ORL graduates.
96. Explain significant issues and/or changes that have occurred since the last comprehensive review.
All major goals identified in the 2011 CPR have been met. Our current cohort is evidence that we’re
doing a better job recruiting degree-seeking students. Program fundraisers and recruiting efforts are
more systematic.
97. Briefly explain significant changes expected during the upcoming year.
The upcoming year brings the excitement of a new facility, classrooms, equipment storage, offices and
a campus and community climbing wall. We expect to see enrollments climb as the result of recruiting
related to the climbing wall and additional instructional opportunities associated with it.
APPENDIX
Attach supporting documents as appropriate.
281
ANNUAL PROGRAM REVIEW
NAME OF PROGRAM/DEPARTMENT/SERVICE AREA: SOCIAL SCIENCES
NAME OF PERSON SUBMITTING THIS REVIEW: Thomas Heaney
DATE OF SUBMISSION: Oct-30-2015
MANAGEMENT AREA (check one):
Administrative Services
Instruction
Student Services
ASSESSMENT OF PAST PROGRESS
Describe your progress on your previous year’s objectives:
Objective 1:
Summary of Progress:
History courses, continue to improve in-class
instruction, and continue to expand use of web
for class support and possible new online
History classes.
Dr. Desmond is now offering History 112 class
online and includes video lectures.
Objective 2:
Develop and maintain TMC degrees
for Social Science
Summary of Progress:
History TMC approved. Curriculum revised this
year and submitted for approval.
Dr. Heaney has made progress on offering
History 110 online.
Sociology TMC and Political Science TMC
completed and submitted to State for approval.
(9 students total enrolled in these degrees)
CURRENT YEAR PROGRESS AND OBJECTIVES
What objectives and tasks are you working on this year? (You may continue objectives from the prior
year.) Will your allocated resources be sufficient given your objectives?
Objective 1:
Summary of Progress:
History courses, continue to improve in-class
instruction, and continue to expand use of web
for class support and develop new online
History classes.
Progress continuing.
282
NEXT YEAR’S NEW OBJECTIVES (FISCAL YEAR 2016-17)
What objectives and tasks will you take on for next year? (You may continue objectives from the prior
year.)
Objective
Action Plan
Budget
Increase number of History,
Sociology, and Political Science
AA and AA-T degree seeking
students and completers.
Thomas Heaney and Katie
Desmond
 Work with Advisors during
registration to publicize
degrees
Thomas Heaney and Katie
Desmond, spring –fall 2016
None
Thomas Heaney and Katie
Desmond
None
Migrate online courses in History,
Political Science, and Sociology to
Canvas platform.
Improve online student retention
and success
Work with internship
coordinator/class to place Political
Science AA and AA-T degree
seeking students into relevant
internships.
Publicity and recruitment for
Political Science and Sociology
AA and AA-T degrees. This will
be through posters, webpages, and
presence at Day in the Mountains
and New Student Orientation
activities.
Identify transfer scholarship
opportunities for Political Science,
History, and Sociology degreeseeking students and work with
students on transfer scholarship
applications.
Continue building relationship
with CSU, Chico Political Science
and Sociology departments to
None
Before fall 2016 collaboratively
review online course offerings
and content, identify areas for
improvement including
resources for students (such as
tutoring and advising)
Katie Desmond
None

$30 for plotter
charges.

Update posters and handouts
for events
Update webpages, include
videos when possible
Thomas Heaney and Katie
Desmond
 Annual workshop, meeting
with program degree-seeking
students
$100 for
refreshments
Katie Desmond
$200 travel to Chico
for meetings with
department chairs
and faculty
283
enhance transfer opportunities and
rates.
Schedule and staff courses for ISP
students seeking the Sociology
AA-T degree.
Katie Desmond with work with
Division Chair, CIO, and ISP
Director
None
Katie Desmond will work with
CSSO and President’s Office
 Secure location (e.g.,
restaurant), food, and
equipment in September
2016
 Publicity
Continue with the success of
Katie Desmond, Thomas Heaney
speaker and film events. Formalize  Continue working with
a Social Science annual events
President’s Office for
such as (but not limited to) an
speaker fees and travel
annual Constitution Day speaker,
and an annual spring
event/speaker. Build these
permanently into FRC calendar.
$600-$1000 –
through Student
Activities or
President’s Office
Film and record lectures for online
and ISP students.
Katie Desmond
 Continue progress and
updates in this direction,
with specific attention to
video recording.
Video card or
improved software to
make Camtasia
software faster for
recording uploading
video content.
History courses, continue to
improve in-class instruction, and
continue to expand use of web for
class support and develop new
online History classes.
Continue progress.
Sponsor 2016 Election activities
for campus and community.
President’s Office,
per current budget
arrangement
Full-time instructor in Sociology
(and other social science)
NEW RESOURCE REQUESTS FOR NEXT YEAR
If completing your program’s objectives will require resources from IT, Facilities, Professional
Development, or Additional Staff please include your request bellow. This section is for a future
need (next fiscal year). If you have an immediate need (e.g., your computer is broken), contact the
appropriate committee or administrator.
284
Need:
Publicity and recruitment for
Political Science and Sociology
AA and AA-T degrees. This will
be through posters, webpages,
and presence at Day in the
Mountains and New Student
Orientation activities.
Resource Type


Rationale ( include
connection to other
plans):
$30 for plotter charges.
Update posters and handouts
for events
Update webpages, include
videos when possible
Identify transfer scholarship
opportunities for Political
Science, History, and Sociology
degree-seeking students and
work with students on transfer
scholarship applications.
Continue building relationship
with CSU, Chico Political
Science and Sociology
departments to enhance transfer
opportunities and rates.
Thomas Heaney and Katie
Desmond
 Annual workshop, meeting
with program degree-seeking
students
$100 for refreshments
Katie Desmond
$200 travel to Chico for
meetings with
department chairs and
faculty
Sponsor 2016 Election activities
for campus and community.
Katie Desmond will work with
CSSO and President’s Office
 Secure location (e.g.,
restaurant), food, and
equipment in September 2016
 Publicity
$600-$1000 – through
Student Activities or
President’s Office
SUMMARY UPDATE FROM COMPREHENSIVE PROGRAM REVIEW
Based on information and/or data provided:
98. Describe the current status of the Program/Depart/Service Area.
The current status is best described as busy. The disciplines in the Social Science area currently have
366 students with declared majors in addition to providing classes to non-majors for General
Education requirements.
285
99. Explain significant issues and/or changes that have occurred since the last comprehensive review.
Three new AA-T transfer degrees have been designed, approved, and implemented (History,
Political Science, and Sociology). This in addition to the current Social Science majors offered.
Current numbers of degree-seeking students in these majors:
AA-T Political Science
2
AA-T Sociology
7
History
5
Gen Std: Soc & Behavioral Sci
289
Lib Arts: Soc & Behav Sci
62
100. Briefly explain significant changes expected during the upcoming year.
In order to meet the course needs for all majors, class offerings will need to be expanded which will
require more faculty, particularly in the area of Sociology.
Work will continue to develop online course for future online offerings including an online History
AA-T degree in the future.
APPENDIX
Attach supporting documents as appropriate.
286